The working hypothesis in this paper is that systems thinking captured in a process based system model can help organisations to accelerate change. To test this hypothesis I have conducted a case study looking at three cases from different areas: a state authority case, a case from the construction industry and a case from the food industry. This work is a result of an academic follow up of several years of consultancy work in the organisations studied.
The results indicate that implementation of a system model focusing on processes, resources and a multiple stakeholder perspective aids management to accelerate change. However, the results also indicate that there are other more crucial success factors than the model as such. Key success factors seem to be: Strategic clarity, management decisiveness and perseverance.
|Keywords:||Change Management, Process Orientation, Systems Thinking|
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