Executing a Process-Based Initiative

“Changing the engine while the airplane is in f22light” is how one consultant described a massive reengineering effort. An ever-changing world forces enterprises to adapt or die—and to make those adaptations while simultaneously keeping operations humming. Many enterprises expect their employees to play dual roles—to design the future while managing the present. Not surprisingly, these individuals are snowed over by the competing demands on their schedule. This is especially true for managers asked to oversee change initiatives that rewrite business rules while maintaining the status quo in their full-time job. Fulfilling both roles means neither one receives the appropriate amount of attention, and things ...

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