Model Driven Business Engineering for Change Management and Adaptation
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The document discusses the significance of change management and adaptation, particularly in multinational companies where cross-cultural issues complicate the process. It highlights the need for businesses to continuously reinvent themselves and the importance of understanding cultural differences in response to change. Various models of change are presented, emphasizing that existing project management methodologies often overlook cultural factors that impact successful change implementation.
Model Driven Business Engineering for Change Management and Adaptation
- 1. MDBE for Change Management and Adaptation Harris Apostolopoulos BEng(Hons), MSc, MBA, MIET, FITSE [email protected]
- 2. Agenda Introduction to Change and Adaptationg p Significance Change Management and AdaptationChange Management and Adaptation models MDBE for Change and Adaptation Summaryy
- 3. Types of Change Two major categories, individual change management and organisational change management.g g Especially in multinational companies, cross‐cultural issues can affectEspecially in multinational companies, cross cultural issues can affect planned changes and the process can get complicated. However, the transitional period of change (which may lead to adaptation) is not only a time consuming but also a risky process; due to cultural or even organisational reasons the whole process is subject to fail.even organisational reasons the whole process is subject to fail.
- 4. Types of Change (Cont.) Duck (1993) argued that change is intensely personal Luecke (2003) separated change into four types; structural, cost cutting,Luecke (2003) separated change into four types; structural, cost cutting, process and cultural Cultural change mainly concerns the organisation’s general approach to doing business or the relationship between managers and employees. Schaffer (2000) discussed discontinuous versus continuous incremental change Johnson et. al., (2006:) explained that “it is for the benefit of an i ti th t f h t b i t l” f f torganisation the nature of change to be incremental” of four types: Adaptation Reconstruction Reconstruction Evolution Revolution
- 5. Agenda Introduction to Change and Adaptationg p Significance Change Management and AdaptationChange Management and Adaptation models f h d dMDBE for Change and Adaptation Summaryy
- 6. Significance Market needs are constantly changing; market adaptation, strategic business planning, flexibility, speed, cultural changes are more than mandatory. Most of the common project management methodologies such as critical chain project management (CCPM), and PRINCE2. focus on: Time Cost Qualityy Those project management methodologies do not take into account Business Cultural Issues Change Management and AdaptationCultural Issues, Change Management and Adaptation.
- 7. Significance (Cont.) Too much emphasis on deliverables or outcomes (e g capabilities) whichToo much emphasis on deliverables or outcomes (e.g. capabilities) which on their own do not deliver specific benefits, or even in the processes (the way things have to be done). The main difficultly arises from the fact that culture itself is difficult to be defined because it differs among organisations and individuals. Kroeber (1985); there are more than 160 different definitions of culture. • As Kanungo (2006) argued “people in different cultures respond in different ways” in effect understanding and adapting to changes.
- 8. Agenda Introduction to Change and Adaptationg p Significance Change Management and AdaptationChange Management and Adaptation models MDBE for Change and Adaptation Summaryy
- 9. Change and Adaptation Pascale (1990); “change requires that businesses continuously reinvent themselves”themselves Sinclair (1993);culture can be managed and this is a responsibility of the management itself.management itself. Tichy (1983);“we are all beings of habit and tend to repeat what we are comfortable with.” Schlossberg (1981) , Successful adaptation might involve establishing a structured methodology for responding to changes such as new policies, or technologies. Parkes (1971); “First, abandoning one set of assumptions and then l f h f h h hdeveloping a fresher frame, so as the person to cope with the new changes”.
- 10. Cultural Change Hofstede (1980) argued that the cultural differences between nationalities were evident when employees of the same organisation were spread overp y g p many countries. Stuttard (2000) concluded that “one common mistake is that, foreign managers fail to realize how pervasive it is”. Pitta et.al, (1999); managers’ business behaviour is directly related to the , ( ); g y country’s culture. Dealing with culture has the difficulty to define it universally.
- 11. Models of Change Briefly, Lewin (1951)described change as a three‐stage process: Unfreezingg Confusion Refreezing • Bridges (1991) come up with a similar model: Ending N t l Neutral New beginning Bullock and Baten (1985) named their model stages as:Bullock and Baten (1985) named their model stages as: Exploration Planning Planning Action Integration
- 12. Agenda Introduction to Change and Adaptationg p Significance Change Management and AdaptationChange Management and Adaptation models MDBE for Change and Adaptation Summaryy
- 13. The Model Driven Business Engineering Framework Environment Model Framework Independent Model Framework Specific Model Business Solution Business Culture, Change and Adaptation Issues will be examined under the Environment frame of MDBE.
- 14. Environment Models Frame During MDBE Framework and more specifically, Enviroment Frame, several key questions will be examined like for example: What to Change? Why to Change? How to Change? Why to Resist?
- 15. Agenda Introduction to Change and Adaptationg p Significance Change Management and AdaptationChange Management and Adaptation models MDBE for Change and Adaptation Summaryy
- 16. Summary Modern business processes usually demand the utilization of a variety of business frameworks and methodologies in order to offer a concrete business solution. Most of project management methodologies do not take into account Business Cultural Issues, Change Management and Adaptation. Especially in multinational companies, cross‐cultural issues can affect planned changes and the process can get complicated. As Kanungo (2006) argued “people in different cultures respond in different ways” in effectAs Kanungo (2006) argued people in different cultures respond in different ways in effect understanding and adapting to changes. Hofstede (1980) argued that the cultural differences between nationalities were evident when employees of the same organisation were spread over many countries.employees of the same organisation were spread over many countries. MDBE can be utilised as a solution generation tool to offer optimum results given the appropriate meta model or pool of meta models, transformation models and reusable framework specific solutions.
- 17. “Everything is constantly changing All is flux, nothing stays still… Τa πάντα ῥεῖ καὶ οὐδὲν μένει” Heraclitus, (540 BC - 480 BC) Thank You!