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Change Management, Process Improvement

Avoiding resistance to process change

There have been quite a few occasions recently when, talking with clients, it’s been clear that they have been frustrated at the lack of performance improvement they have achieved despite having re-designed their “broken” processes. Often the story goes like this…

We had xyz consultants in and they ran workshops with staff to map our processes. They then came up with a proposal for the “To Be” process, with all the waste stripped out and Lean flow principles built in. They’ve left us these process maps (and sent us some big invoices) but nothing’s been implemented and we’re not seeing any benefits.

A “To Be” process map is all very well, but you only get benefits once it’s been implemented and adopted.

Read my article on how to design in adoption.

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