Organizational Agility for Excellence...

Organizational Agility for Excellence Organizational agility is the ability of the organization to manage continuous, rapid and sustainable change. It is the capacity and flexibility of the organization to be consistently adaptable to market and environmental changes with rapidness and speed. It is the efficiency with which the organization can respond to nonstop change. It is the organizational ability to exploit both revenue enhancing and cost cutting opportunities within its core business more quickly, effectively, and consistently than its  competitors. It makes the organization to operate at the speed with which the opportunities are getting created. In the fast changing complex environment of the present day organizational agility is  the key differentiator between organizations. Organizational agility is achieved by enhancing the organizational capabilities to identify and respond quickly in an effective and efficient manner to the opportunities and threats. Agility makes the organizational processes flexible and the response time of the organization to the critical issues reduces to a great extent. Agile organization is quickly able to take advantage of the opportunities and protect itself against the threat. It believes in putting in place systems to gather and share the information required to spot opportunities and by building processes to translate organizational priorities into focused action. Agile organization manage the challenge of change effectively and efficiently without falling prey to either chaos and inertia. Implementing organizational agility requires management to regard all areas of the organizational operations as potentially subject to change. It must recognise that changes come from the external world of customer demands, competitor influences, technological advances, regulatory changes, macro-economic shifts, change in political thinking and so on, and not simply as an internal activity. Management must also be able to use available resources in a timely, flexible, affordable and relevant manner,...

Business Process Re-engineering...

Business Process Re-engineering  Business process re-engineering (BPR) is a strategy of the management of an organization which focuses on the analysis and design of various business processes and flow of work within the organization. It seeks to help the organization radically to restructure its operations by focusing on the ground up design of the business processes. BPR helps the organization to rethink in fundamental way how it should do the work in order to drastically reduce operational costs, improve service to its customers, and become a world class organization.  It is also sometimes known as business process redesign, business transformation, or business process change management. BPR as an approach to radical organizational change is a relatively recent concept emerging from the two papers written by Davenport and Short (1990), and Hammer (1990). These papers gave rise to two popular books in 1993 written by (i) by Davenport , and (ii) by Hammer and Champy. The authors of these books promoted the idea that sometimes radical redesign and reorganization of the organization becomes necessary for lowering the costs and increasing the quality of service. The concept of BPR has become popular in a short period of time, promising amazing results very quickly in relation to corporate and technological change, transformation and competitive pressures. BPR strategy presumes that the business processes are set of logically related tasks performed to achieve defined business outcomes. Re-engineering of these processes emphasize a holistic focus on business objectives, and processes related to them are recreated totally rather than carrying out the optimization of the sub processes. The most notable definitions of BPR are given below. Hammer and Champy has defined BPR as ‘… the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary modern measures of performance, such as...

Change Management

Change Management In a fast changing world, it is necessary for an organization to keep pace with the changes if it has to remain competitive. Adoption of change is needed not only for the success of the organization but it is also needed even for its survival. Organizational change occurs when the organization makes a transition from its current state to some desired state needed due to change in its operating environment. Change can take place either due to the external pressures or due to the internal reasons. It can be affected either in a planned manner or in unplanned manner. It can be implemented either at the organizational level or a departmental level or even at an individual level. Changes in the organization can take place in the several forms. It can be in the form of technological changes due to the adoption of newer technology. It can be in the form of change of management structure or management style. It can be in the form of restructuring of the organization. It can take place due to the change in the vision, mission and objectives of the organization. It can be in the form of streamlining of systems and procedures to make them more effective. It can be in the form of effecting changes in the employee’s attitude and behaviours in order to increase their efficiency and effectiveness. There are five basic stages which an organization has to undergo while making a strategic change. These are given below. Realizing that the current strategy is no longer suitable for the situation in which the organization operates. Identifying and agreeing where change is necessary. Establishing a vision for the future direction of the organization. This vision is to be shared across the whole organization and...