Articles
Mapping Processes
Pierre Mourier
ISPI
The article explores the difference between various business process mapping techniques. The reader will upon reading the article understand when to use which mapping technique. The reader will be able to determine which of the tools to use to answer questions such as: Who should be involved in the next change project? Which processes are broken? What are the major problems associated with a particular process? How can we improve the employees understanding of their roles and responsibilities? And many more.. Finally the article describes how an organization can web-enable its processes.
Goal Translation: How to create a results oriented organizational culture
Pierre Mourier
Performance Improvement
The premise of this article is that in order to improve organizational performance you must change human behavior. Human behavior changes when the following condition is met: Expectations of the individual are aligned with the enablers (tools) that the individual has access to, and expectations are further aligned with consequences, in terms of rewards and recognition that are provided by the organization to the individual. Goal translation is a tool to help executives and performance technologists translate corporate vision into meaningful expectations for each individual job-performer. The tool allows the organization to create very specific action plans from what can, on occasion, be a very general vision for the organization.
Implementation: Key to organizational change
Pierre Mourier & Martin Smith
Strategy & Leadership
Large scale change efforts are most likely to fail during the implementation phase. Suggests ten practices that can help prevent failures and ten tactics for reviving stalled efforts.
This article will also be published in The Quality Yearbook by James Cortada and John Woods published by McGraw Hill Dec 2000.
No Pain - No Gain: Making the case for situational analysis
Pierre Mourier
Performance Improvement
The paper makes a compelling case for the application of situational analysis, and describes how companies can go about analyzing their current state. The paper states that unless an organization is experiencing some type of pain in the status quo at the organizational departmental and personal levels, lasting change has very little chance of implementation. Situational analysis is a tool to identify such pain.
Velocity Management
Pierre Mourier
Strategy & Leadership
Provides the tools that managers need to manage in the high speed and high velocity third millenium.
How to Implement Change That Produces Results -
Pierre Mourier, Performance Improvement International Society for Performance Improvement
Article outlines a step-by-step approach to implementing complex organizational change. The Stractics Group Methodology is presented.
Mirror Analysis - How to Achieve Customer Driven Human Performance
Pierre Mourier, Performance Improvement International Society for Performance Improvement Article
Article describes how organizations can link their marketing research efforts and their operational improvement efforts to produce significant performance improvements.
Books
Conquering Organizational Change: - How to succeed where most organizations fail
Pierre Mourier and Martin Smith
Published by Center for Effective Performance
Case Studies
An Example of Process Improvement
Martin Smith, Valerie Folk and Barbara Bisson
There is no lack of books about process re-engineering. There are, however, few published cases that describe how processes were actually re-designed. Published cases tend to be summary descriptions and lack details on pay-offs claimed for the improvement effort.
The project described in this article was rather modest compared to textbook examples. The corporation was not radically re-structured; instead, one department achieved significant gains in efficiency and quality of service by re-designing several processes. Minimal use was made of external consulting expertise. A small team of front-line supervisors and managers did the design work and then carried out the implementation of the new process design. Two internal consultants supported the team.
Mapping Processes
Pierre Mourier
ISPI
The article explores the difference between various business process mapping techniques. The reader will upon reading the article understand when to use which mapping technique. The reader will be able to determine which of the tools to use to answer questions such as: Who should be involved in the next change project? Which processes are broken? What are the major problems associated with a particular process? How can we improve the employees understanding of their roles and responsibilities? And many more.. Finally the article describes how an organization can web-enable its processes.
Goal Translation: How to create a results oriented organizational culture
Pierre Mourier
Performance Improvement
The premise of this article is that in order to improve organizational performance you must change human behavior. Human behavior changes when the following condition is met: Expectations of the individual are aligned with the enablers (tools) that the individual has access to, and expectations are further aligned with consequences, in terms of rewards and recognition that are provided by the organization to the individual. Goal translation is a tool to help executives and performance technologists translate corporate vision into meaningful expectations for each individual job-performer. The tool allows the organization to create very specific action plans from what can, on occasion, be a very general vision for the organization.
Implementation: Key to organizational change
Pierre Mourier & Martin Smith
Strategy & Leadership
Large scale change efforts are most likely to fail during the implementation phase. Suggests ten practices that can help prevent failures and ten tactics for reviving stalled efforts.
This article will also be published in The Quality Yearbook by James Cortada and John Woods published by McGraw Hill Dec 2000.
No Pain - No Gain: Making the case for situational analysis
Pierre Mourier
Performance Improvement
The paper makes a compelling case for the application of situational analysis, and describes how companies can go about analyzing their current state. The paper states that unless an organization is experiencing some type of pain in the status quo at the organizational departmental and personal levels, lasting change has very little chance of implementation. Situational analysis is a tool to identify such pain.
Velocity Management
Pierre Mourier
Strategy & Leadership
Provides the tools that managers need to manage in the high speed and high velocity third millenium.
How to Implement Change That Produces Results -
Pierre Mourier, Performance Improvement International Society for Performance Improvement
Article outlines a step-by-step approach to implementing complex organizational change. The Stractics Group Methodology is presented.
Mirror Analysis - How to Achieve Customer Driven Human Performance
Pierre Mourier, Performance Improvement International Society for Performance Improvement Article
Article describes how organizations can link their marketing research efforts and their operational improvement efforts to produce significant performance improvements.
Books
Conquering Organizational Change: - How to succeed where most organizations fail
Pierre Mourier and Martin Smith
Published by Center for Effective Performance
Case Studies
An Example of Process Improvement
Martin Smith, Valerie Folk and Barbara Bisson
There is no lack of books about process re-engineering. There are, however, few published cases that describe how processes were actually re-designed. Published cases tend to be summary descriptions and lack details on pay-offs claimed for the improvement effort.
The project described in this article was rather modest compared to textbook examples. The corporation was not radically re-structured; instead, one department achieved significant gains in efficiency and quality of service by re-designing several processes. Minimal use was made of external consulting expertise. A small team of front-line supervisors and managers did the design work and then carried out the implementation of the new process design. Two internal consultants supported the team.
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