It is designed for board members and managers who recognise untapped potential in their organisations and for those leading businesses that need a catalyst for renewed action.
The book provides practical strategies to move beyond traditional approaches, enabling organisations to achieve unprecedented levels of efficiency and effectiveness.
“No organisation can deliver on better costs containment and productivity gains unless there is a concerted effort to properly manage the many interfaces in processes, across departments and throughout the enterprise. This book is perhaps the first ever to explain how to do that really well for amazing results.”
– CEO, Australia and New Zealand Institute of Insurance and Finance
Addressing Process Waste And Inefficiencies
The book highlights the significant impact of process waste and inefficiencies (what we call Noise), revealing that, on average, 33.6% of staff effort is wasted. This translates to about 1.6 days per week per employee, costing organisations $25,000 annually per employee. By identifying and eliminating “interfacing activities” – those undocumented, invisible tasks that hinder smooth process transitions – organisations can dramatically reduce waste and improve performance.
Evidence-Based Insights And Practical Solutions
Supported by extensive research involving 117 organisations, Bevington and Samson provide solid evidence and engaging anecdotes to illustrate their findings. They show that interfacing activities, which often go unnoticed, account for a significant portion of organisational inefficiencies. The book emphasises the importance of documenting these activities and making strategic decisions to address the most critical issues, enabling organisations to function more smoothly and effectively.
Implementing Interface Mapping For Strategic Success
A unique feature of the book is the concept of interface mapping, which involves detailed documentation and analysis of all activities within an organisation. This process not only engages staff but also ensures that all tasks are accounted for and prioritised. By closing the gap between organisational strategy and everyday processes, interface mapping enables organisations to achieve best-practice standards, reduce reliance on guesswork and deliver strategic benefits more efficiently.
The Authors
Professor Danny Samson
Academic Leader
Professor Samson is a renowned figure in management at the University of Melbourne and a key ambassador of XeP3. Co-author of Implementing Strategic Change, his work builds on the academic foundations that underpin XeP3, ensuring the XeP3 software platform remains grounded in rigorous research and practical application.
Tom Bevington
Founder
Tom is the founder of Bevington Partners and XeP3 and one of Australia’s leading thinkers in delivering fast planning and deployment of strategically focused business process change. He has international partner-level experience in management consulting with The Boston Consulting Group and AT Kearney. He is co-author of Implementing Strategic Change with Professor Danny Samson, Professor of Management at the University of Melbourne.
