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Part - IV
This is where it gets messy. Often those closest to the problem can't even see it. They seem hardly in a position to implement radical change. They lack objectivity, external focus, technical re-design knowledge, and money.
On the other hand, they know today's processes, they know the gaps and issues, they have front-line, in-your-face experience. They are real. The customers work with them and not with the consultants and staff personnel. The line operation probably cannot heal itself when it comes to major business re-design. Staff and consultants have no lasting accountability for the solution, and never succeed at forcing solutions on line organizations.
The line organization is required to have the awareness that they need help, to contribute their knowledge, and to own the solution and implementation. At the same time it is needed to have the expertise and objectivity from outside of the organization. Building this partnership is the responsibility of the line organization, stakeholders and re-design team. No group is off the hook.
Reengineering Team Composition
The reengineering team composition should be a mixed bag. For example,
Some members who don't know the process at all,
Some members that know the process inside-out,
Include customers if you can,
Some members representing impacted organizations,
One or two technology experts,
Each person your best and brightest, passionate and committed, and
Some members from outside of your company.
Moreover, it is important to keep the team short, i.e., it is important to have the team of a manageable size otherwise the entire process would become much more difficult to execute effectively.
Concluded.
* Contributed by -
Prashant Vaidyanathan,
II Year, PGDBM,
IMT, Ghaziabad.
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