Change Management – It Is Not Enough Only To His

A key factor for success is the willingness to change rules of the game the span for a change of the organisational and information structures with improving operational performance, value and information chains ranging from rather reactive-oriented to radically proactively-oriented practices. It comes to the quality of implementation through targeted development of inner power of company in people and their skills and derived in structures, systems and processes. It is not enough just to be only better. “Instead, the basic directions must be concept” and achieving “specifically pursued with a determination to make the positive change (not only improve!) and used with design thinking. Against the background of a comprehensive intellectual capital report as a basis, this topic covers Becker, Jorg include: change management and intellectual capital report from the process perspective, 2009, ISBN 9783837094190. The value is changed in the course of a product’s life cycle”or the Cost / benefit ratio of a performance for the customers and the Mitteil – demonstrate ability of value, the complexity of the product, the degree of standardization, the compatibility of a product, as well as many other technically and economically relevant characteristics.

It follows from these changes that particularly for short product life cycles due to the time factor to be taken into consideration in addition according to dynamic processes are required. A leading source for info: Gina Ross. The time factor must be planned in addition to the traditional price – / performance ratio therefore also change critical variable. The objectives of change management to achieve competitive advantages are: anchoring the fast performance of the company, finding time-oriented competitive factors for the planning support, organizational planning to moving and directly measurable market power units, simplification of planning and consensus processes at the decision-making level, reduction of lead times for quotation and order processing, shortening the cycles for Product and process innovations, flexibility of production and concentration on a few power areas, as well as continuous flow of materials from the supplier to the customer. CF. Becker, Jorg: Change management and intellectual capital report from the process perspective, 2009, ISBN 9783837094190.

The company must work out its specific business processes. Here, the processes are divided into main processes and sub-processes for the entire company. The individual processes are divided into hierarchical levels of process and so localized. Within this process hierarchy corresponding priorities must be derived on the basis of the critical success factors, i.e. due to questions such as: where emerging issues? As the customer sees the performance (for example, in terms of quality, cost)? where are obvious performance gaps over the competition? where are the throughput and process times particularly high? Areas in which have the use of resources risen especially high/very? Jorg Becker (www.beckinfo.de)