Implementing Strategic Change
Published 2012
Transforming Organisations with Strategic Change
Implementing Strategic Change” offers a powerful roadmap for transforming organisations into highly productive entities. It is designed for board members and managers who recognize 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.
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 emphasizes the importance of documenting these activities and making strategic decisions to address the most critical issues, thereby 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.
Reviews for the Book
'Implementing Strategic Change'
Tony Giddings
, Recent Specialist Adviser to the Parliamentary Enquiry into Patient Safety and Member of the National Clinical Advisory Team of the UK
“The book gives compelling evidence for focussing on the interface activities between teams… Barely a page went by without reminding me that in 45 years of working in the NHS we should have learned how to do this…… to save patients from harm, to empower our staff and to avoid wasting money and effort.”
Bernie J Mithen
, Australian Securities and Investment Commission
Riveting content. It deserves to be recognised as the standard reference for any organisation wishing to achieve strategic alignment of its resources
Louis Hawke
, ANZ Bank
“I rarely receive offers to sustainably free up 10 – 15% of staff capacity without a call on precious capital… Interface mapping has delivered on these promises in three different businesses for me and the staff have really bought into the improvements”
Joan Fitzpatrick
, Australia and New Zealand Institute of Insurance and Finance
“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.”
Tom Lucey
, General Electric
“We use interface mapping year on year to drive increased returns and volumes whilst building the engagement and commitment of our team. It enables us, with minimal time commitment, to understand where staff are allocating their time so that we are able to adjust our internal processes, job requirements, job design and incentive systems to strategically align the work effort.”
Who We are
Bevington & Partners
For over 30 years, Bevington & Partners has been a trusted leader in performance and productivity, driving innovation and process reengineering across industries around the world. Our commitment to excellence is reflected in our long-standing academic partnerships and contributions to research with esteemed academic and medical institutions. We are dedicated to the continual improvement of the XeP3 suite, ensuring it remains at the forefront of industry standards.
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