change management 2011

8/12/2019 Change Management 2011

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Slide 10.1

Dave Chaffey, E-Business and E-Commerce Management, 4thEdition, Marketing Insights Limited 2009

Chapter 10

Change management


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Learning outcomes

Identify the different types of change thatneed to managed for e-commerce

Develop an outline plan for implementing

e-commerce change Describe alternative approaches to

organizational structure resulting from

organizational change.


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Management issues

What are the success factors in managingchange?

Should we change organizational structure in

response to e-business? If so, what are theoptions?

How do we manage the human aspects of the

implementation of organizational change? How do we share knowledge between staff in

the light of high staff turnover and rapid

changes in market conditions?


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Key change management issues

Schedulewhat are the suitable stages for introducingchange?

Budget how do we cost e-business?

Resources neededwhat type of resources do we need, what

are their responsibilities and where do we obtain them? Organizational structuresdo we need to revise organizational

structure?

Managing the human impact of changewhat is the best way

to introduce large-scale e-business change to employees?

Technologies to support e-business changethe role of

knowledge management, groupware and intranets are

explored

Risk management approaches to e-business led change


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Figure 10.1 Key factors in achieving change


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Table 10.1 The 7S strategic framework and its application to e-business management


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Table 10.1 The 7S strategic framework and its application to e-business management

(Continued)


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Table 10.2 Alternative terms for using IS to enhance company performance


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Scale of change

Hammer and Champy (1993) defined BPR as

the fundamental rethinking and radical redesign ofbusiness processes to achieve dramatic improvements in

critical, contemporary measures of performance, such ascost, quality, service, and speed

Fundamental rethinking re-engineering usually refers tochanging of significant business processes such ascustomer service, sales order processing or manufacturing

radical redesign re-engineering is not involved withminor, incremental change or automation of existing waysof working. It involves a complete rethinking about the waybusiness processes operate


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Scale of change (Continued)

dramatic improvements the aim of BPR is to achieveimprovements measured in tens or hundreds of per cent.With automation of existing processes only single figureimprovements may be possible

critical contemporary measures of performance

thispoint refers to the importance of measuring how well theprocesses operate in terms of the four importantmeasures of cost, quality, service and speed

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Figure 10.6 Stages in developing an e-business solution

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Figure 10.9 Summary of alternative organizational structures for e-commerce

suggested in Parsons etal. (1996)

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Table 10.5 Facilitating organizational change through a transition modelSource: The middle column is based on a summary of the commentary in Hayes (2002)

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Table 10.5 Facilitating organizational change through a transition model (Continued)Source: The middle column is based on a summary of the commentary in Hayes (2002)

change management 2011

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