Integrating

Change
into your
Business Process
Approach

© Copyright Alec Sharp / Clariteq 2023 1

Integrating
Change
into your
Business Process
Approach

Integrating Change Into Your

Business Process Approach:
Timing is Everything

IRMUK EA&BPM Conference 2023 – Oct 10 2023 – London UK

Alec Sharp
Senior Consultant, Clariteq
West Vancouver, Canada
[email protected]
ig: alecsharp01

© Copyright Alec Sharp / Clariteq 2023 2

Integrating

The usual speaker background

Change
into your
Business Process
Approach

Alec Sharp, Clariteq Systems Consulting – [email protected]

• 40+ years experience as an independent consultant: Process Business Process Modelling
• Business Process Change
• Data Modelling & Management Use Case Modelling
• Use Case and Service Specification Application
• Project Recovery Service Specification
• Facilitation & Organisational Change
Data Concept Modelling
• Consulting, teaching, speaking globally
• Awarded DAMA’s global Professional Achievement Award
for contributions to the data management field
• Author of “Workflow Modeling, Second Edition”

Check out the nice reviews

on Amazon -
http://amzn.to/dHun1o

© Copyright Alec Sharp / Clariteq 2023 3

Integrating

Origins – as usual, my clients were ahead of me

Change
into your
Business Process
Approach

“We're using your “Do you have a

methods as a degree in
generalised approach to Organisational
any sort of change, not Psychology?”
just 'process' change.” Me : “Huh?”
“When we follow the
method closely,
almost slavishly, the
usual resistance to
change simply
doesn't materialise.”

“Instead of Change Management at

the end of a project (“Change is
coming. Now CHANGE!”) we like the
way support for change is built in
throughout your approach.”
© Copyright Alec Sharp / Clariteq 2023 4
Integrating

Lesson #1 – Never assume everyone agrees what a "process" is

Change
into your
Business Process
Approach

We need some help with our I spend all day writing business
Product Lifecycle Management processes, like the process to
process. Revise Product Brochure Image.

Not a single process – Not an entire process –

it's a family of multiple it's a procedure providing
business processes instructions for a single task
(a process area or (SWI – standard work
process domain) A whole spectrum of interpretations of process. instructions)

Seek balance – Most people hear process

a “business process”
and think procedure!
lies between the extremes

The key issues – granularity and orientation

© Copyright Alec Sharp / Clariteq 2023 5

Integrating

Lesson #1 – a collection of processes vs. a process vs. a procedure

Change
into your
Business Process
Approach

A Process Area or Process Domain –

Permissions and Agreements a “family” of related Business Processes:

Issue Product Grant Variance

Approval
An end-to-end process – “Grant CSM Program,”
from application to authorisation,
Issue Issue Renew
Register Installation Operating Operating involving many departments, external organisations,
Design Permit Permit Permit
participants, and procedures.

Register
Business Process Scope Model (TRAC) – pure “what”…
Grant Renew
Procedure CSM (Client Safety Client Safety
Management) Program Management Program
Grant CSM Program
Trigger Results
Accept Audit Verify Determine Determine Issue
& Collect & Collect
Business Process: CSM
Application
CSM
Program
CSM
Equipment Equipment Consultation CSM
Authorisation
Fees Fees
A sequence or set of activities
that delivers significant results main Activities
for the process’ customer Cases: New, Legacied, etc.
“how” to complete a task…
and other stakeholders
Procedure – Calculate Unit Registration Fees:
Procedure: For each Unit:
A set of step-by-step work instructions
• Determine Unit Type and Unit Risk Factor;
(a job aid) for a specific task or activity
that will yield identical results every time
• Apply Registration Fee from Reg. Fee Table;
• Identify additional Inspection fees from…
© Copyright Alec Sharp / Clariteq 2023 6
Integrating

Lesson #2 – have a lightweight method that supports change

Change
into your
Business Process
Approach

Big picture Don’t start Flow first,

first here! detail later

Don’t start with a problem statement!

1 – Premature diagnosis
There will be some goal or issue, but don’t formalise it yet.
of the situation
And remember… it may not be a “process” issue.
My hardest assignments Rigorous techniques to identify real business processes –
2 – Failure to identify true
a Process Scope Model and a Process Summary Chart
end-to-end processes
make scope and context visible.

.
3 – A rapid descent into Clarify the big picture, then take a controlled descent
unhelpful detail with well-defined levels of detail.
© Copyright Alec Sharp / Clariteq 2023 7
Integrating

Five ways to build support for change

Change
into your
Business Process
Approach

1 – The power of venting –

let them be heard
2 – What first, who & how later –
abstraction to the essence
3 – Don't start with why? – the problem
Five techniques we
can use to build with problem statements
“change” into our 4 – Understand enablers –
practice.
the levers of change
5 – Build a feature-based, holistic view of
the future state

© Copyright Alec Sharp / Clariteq 2023 8

Integrating

1) Venting
Change
into your
Business Process
Approach

1) The essence of the technique:

Early in the session, “venting” / “what's on your mind?”
• questions
• concerns
• great ideas
• what I'd change if I could
…
related to today's topic

Why?
• People usually arrive with some point they want to make
• They can't fully engage until they get it "off their chest"

This idea scares some facilitators! We'll mitigate those concerns.

© Copyright Alec Sharp / Clariteq 2023 9

Integrating

Build “venting” into the session plan

Change
into your
Business Process
Approach

Typical opening agenda…

• Quick presentation by the sponsor on background, scope, and project goals (5 minutes)
• Introductions (10 minutes)
• Facilitator
• Participants
• Brief presentation by the facilitator (10 minutes)
• What do we mean by “end-to-end” and what issues does this raise?
Establish context
• Key elements in defining an end-to-end view
before venting
• Objectives for the series of sessions, objectives for today's session,
and today's session plan and ground rules (5 minutes)
• “Venting” / What's on your mind? (45 minutes)
• Key issues, specific expectations, concerns, burning questions, No guarantees,
great ideas, cautionary tales, etc. strictly time-boxed
• No guarantee they'll be addressed in this session.
• Clarify terminology (90 minutes)
• Identify significant activities (30 minutes) etc.
© Copyright Alec Sharp / Clariteq 2023 10
Integrating

Venting example
Change
into your
Business Process
Approach

Topic –
“Strategic Scheduling / Course Management”
(what that meant… not exactly clear)
Senior university personnel –
Department Chairs, Deans, …
45 minutes for venting –
it was well used!

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Integrating

“Venting” 1 & 2
Change
into your
Business Process
Approach

© Copyright Alec Sharp / Clariteq 2023 12

Integrating

“Venting” 3 & 4
Change
into your
Business Process
Approach

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Integrating

“Venting” 5 & 6
Change
into your
Business Process
Approach

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Integrating

Two “Venting” topics raised a LOT of angst

Change
into your
Business Process
Approach

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Integrating

Two “Venting” topics raised a LOT of angst

Change
into your
Business Process
Approach

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Integrating

Overnight, team synthesises 8 key themes

Change
into your
Business Process
Approach

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Integrating

Next day, small groups expand on themes

Change
into your
Business Process
Approach

Reaction: “Wow, we've never seen anyone actually do

anything between sessions with our notes!”
© Copyright Alec Sharp / Clariteq 2023 18
Integrating

They loved it!

Change
into your
Business Process
Approach

© Copyright Alec Sharp / Clariteq 2023 19

Integrating

The result – a gold mine!

Change
into your
Business Process
Approach

▪ Active participation
led to buy-in
▪ Uncovered the
real issues
before we “structured”
things into a future state

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Integrating

A cyclical business architecture

Change
into your
Business Process
Approach

▪ Eventually, led to a very different

Business Process Architecture and
prioritisation than initially expected
▪ Not sure we'd have got there so
quickly without “venting”

© Copyright Alec Sharp / Clariteq 2023 21

Integrating

2) What first, who & how later

Change
into your
Business Process
Approach

“All models are wrong,

but some are useful.”

Two especially useful models

▪ Business Process Scope Model
▪ Business Concept Model
(a.k.a. Conceptual Data Model)
George E. P. Box
1919–2013 Both are “essential” –
they show the essence – the “what” of a subject –
with no reference to who, how, why, etc.

I build these on almost all "project recovery" jobs

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Integrating

“What” first, “who and how” later

Change
into your
Business Process
Approach

Note – this won't always be appropriate, but for process- or data-focused

initiatives, it's essential!
The essence of the technique, for process or data or both:
• Describe what the required things are without any reference to how
(existing systems, database/file design, forms, spreadsheets, or other
implementation artifacts)
And without any data modelling jargon
• Describe what the process is,
with no reference to who (organisation or job role)
or how (artifacts or implementation technology)

I almost always start with a Concept Model, even on Process assignments,

but it works best if you don't begin with a lecture on Concept Modelling
or Data Modelling so …

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Integrating

Concept Model – clarifies terminology and rules

Change
into your
Business Process
Approach

A description of a business in terms of

▪ things it needs to know about – entities
▪ facts about those things –
relationships & attributes
▪ policies & rules governing those things –
definitions, constraints, and assertions

another partial
Concept Model

Model took
~90 minutes

It's not perfect, but the businesspeople

found it incredibly useful.
This was done initially without any
© Copyright Alec Sharp / Clariteq 2023
data modelling terminology or symbols! 24
Integrating
Change
into your
Business Process
Approach
"Demonstrate the Data"
In addition to Entity definitions, it can be helpful to show
sample data values on an E-R Diagram.

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Integrating

Samples – Process Scope Model

Change
into your
Business Process
Approach

Communicate System Outage

Confirm Outage
Determine Assess Identify and
• triage & route Communicate
• scope Communicate Communication Communicate
notification Situation
• impact Resolution Process Next Steps /
• perform system (as appropriate)
• audience (lessons learned) Follow Up
diagnostics

Triggering Cases: Results:

Event: • new Communications about the
Notification of • recurring Outage and the progress on
degradation or lack of resolving it are delivered:
Service Other factors: • internally and externally
• internal system • severity • informally and formally
• external provider • key operations periods / areas
• calls to Service Desk (registration, summer, course Final Results:
evaluation season) Service is restored and root
• time of year cause is known (or is
• time of day determined to be unknowable)
and resolution is
communicated:
Process Scope Model using “TRAC” - • Externally (“good news”)
• Internally (“cause &
what is the Trigger, what are the Results, resolution)
what are the main Activities
(7 ± 2 milestones, phases, or subprocesses,)
and what are the main cases or variations? Why 7± 2?
© Copyright Alec Sharp / Clariteq 2023 26
Integrating

My mantra – "What first, who and how later"

Change
into your
Business Process
Approach

Client Result:
Trigger: Approval granted for
Client submits a self-managed
request to safety program.
Grant Client Safety Management Program
enter
a CSMP
Accept Audit Verify Determine & Determine & Issue
CSM CSM CSM Collect Collect CSM
Application Program Equipment Equipment Consultation Authorisation
Fees Fees

Main Activities (or Milestones, Phases, or Subprocesses) Agency Result:

Revenue collected.
Cases: New participant in
• New Process Scope Model – pure “what”… CSMP; confirmation
that regulations are
• Legacied satisfied
• Ownership
Change
Applicant Customer Records Safety Finance
Service Management Operations

Grant Client Safety Management Program

Determine & Determine &
Accept Audit Verify Issue
Collect Collect
CSM CSM CSM CSM
Equipment Consultation
Application Program Equipment Authorization
Fees Fees

Main Activities (or Milestones, Phases, or Subprocesses)

Process Summary Chart – simplified “what,” plus “who”

© Copyright Alec Sharp / Clariteq 2023 27
Integrating
Change
into your
Business Process
Approach
Many benefits to starting with a Process Scope Model
Why start with a Process Scope Model?
Function 1 Function 2 Function 3 Function 4
Then a Process Summary Chart?

• People see themselves as part of something larger and more

important than their own job, department, systems, …
• Without this, issues and objectives will be seen in functional
(organisational) terms
• Actual client comments – "The focus on what…
• adds clarity and critical thinking."
• highlights how far removed “as-is” is from
“what” they’re trying to do."
• avoids the tension that comes with
© Copyright Alec Sharp / Clariteq 2023
“who and how,” which is personal." 28
Integrating
Change
into your
Business Process
Approach
3) NOW it's safe to ask "Why?"

Process Scope Model

Why does this process need to change?
But for a process…

What first

Who & How next Process Summary Chart

Function 1 Function 2 Function 3 Function 4

Only then Why?

Cross-functional Business Process
“People don’t buy what you Why does this process
do, they buy why you do it.” need to change?
Supporting Mechanisms
We’ll answer that with a
Case for Action Now we have an end-to-end,
(a nuanced form of cross-functional perspective.
problem statement)
© Copyright Alec Sharp / Clariteq 2023 29
Integrating

My version of Michael Hammer's "Case for Action"

Change
into your
Business Process
Approach

Simplified, re-sequenced, more stakeholder-focussed

1) Stakeholder assessment – makes it real
What are the concerns of each stakeholder group?
• Customer
• Performers !
• Owner/manager (the enterprise itself)
• Others (regulator, partners, …) as needed 😔
We're not
that bad!
2) Context – makes it blame-free
What changes in the environment since the process
was “designed” have caused these issues to surface? 😀
Yay – It's not our fault!

3) Consequences of inaction – makes it compelling

What will happen if the process is left as-is?
© Copyright Alec Sharp / Clariteq 2023
😲
We'd better get on with it! 30
Integrating

1. Stakeholder concerns
Change
into your
Business Process
Approach

“You must communicate in a clear and compelling way why the process
has to change by completing the initial assessment for the as-is process.”

Initial assessment – 3 components Initial assessment – typical questions

Customer:
Stakeholder assessment – makes it real
• Are there too many interactions?
• Customer • Are rules, requirements, protocol reasonable?
• Performers • Can your work be located within the process?
(what's in it for me?) • Are you the process integrator –
• Owner/manager the human glue that connects the process steps?
(the enterprise itself) Performer:
• Others, as needed • What are your major sources of frustration?
• Do you have the necessary tools and support?
• Are there steps that serve no purpose?
• Are problems caused upstream? Does the workload vary wildly?
• What would you change if you could?
• Is there a documented process?
Owner/manager:
• Does the process use resources you would rather re-allocate?
• Is it a net contributor or a source of problems?
• Does the process constrain innovation, growth, or opportunities?
• Is it a source of customer or media criticism?

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Integrating

2. Context – assessing changes in the environment

Change
into your
Business Process
Approach

Areas to consider:
• Regulatory change
• Workforce changes (e.g., “recruiting and retaining” vs. “retiring”)
Context – makes it blame-free
• Emergent technology (AI, robotics, drones,
What changes in the environment “SMAC” - Social, Mobile, Analytics, Cloud,)
since the process was first or current supporting technology is EOL ("End Of Life")
“designed” have caused these • Changing customer expectations
issues to surface?
• Competition, especially new or emerging
• Changes in business volume (growth or contraction)
• Socio-political change
• Environmental (“green”) concerns
• Change in business model (e.g., customised or standarised)
• Change in business ownership (public, private,) M&A, divestiture
• Change in government (post-election fallout)
• Changes in business operating locations
• Economic conditions
© Copyright Alec Sharp / Clariteq 2023 • … and many others (see “PESTLE”) 32
Integrating

3. Consequences of inaction
Change
into your
Business Process
Approach

Consequences of inaction – makes it compelling

What will happen if the process is left as-is,
and the status quo is maintained?
For the individual:
• Unsatisfying work environment?
• Diminished opportunities?
• Reduced employment
or loss of employment?

For the organisation:

• Reduced performance?
• Reduced stature or reputation?
• Withdrawal from the market?
© Copyright Alec Sharp / Clariteq 2023 33
Integrating

For reference… “Case for Change” example

Change
into your
Business Process
Approach

Situation:
• Manufacturing firm redesigns core Financial Reporting processes prior to COTS selection
• No progress! – Project has descended into “the blame game”
Stakeholder assessment – Client was very happy!
• Customer – Financial markets / fund managers cannot get
the info they need for investment decisions
Alec, I'm so happy I
• Performers – Finance staff spend all their time on assembling could just kiss you!
“the numbers” with no time for value-added analysis
• Owner/manager – CFO is under constant pressure and criticism
from the financial markets and other executives
Context –
• Firm recently divested from a huge conglomerate
• Financial reporting was formerly to Head Office,
but now is to financial markets which the processes were never designed to do
Consequences of inaction –
That's not
• Planned acquisition of competitor will not go ahead due to
in my contract
lack of financial market support for new bond issue;
• Firm likely to be acquired by the competitor. Uh oh… Finance staff quickly
realised their employment was threatened and got on board!
© Copyright Alec Sharp / Clariteq 2023 34
Integrating
Change
into your
Business Process
Approach
4) Understand the enablers of performance

The essence of the technique is to explicitly consider the as-is

and the to-be with respect to each enabler, forcing a holistic view.

How well or how poorly a process performs is determined by six

factors referred to as “the enablers of a process.”

Business Facilities
Technology & Human (or, Knowledge /
Process Motivation & Policies &
Information Resources & Info / Data,
Design Measurement Rules Communications,
Systems Organisation
(Workflow) Documents, …)

The obvious two Critical, but often ignored Wild card

Many clients use this framework to think through any sort of initiative

© Copyright Alec Sharp / Clariteq 2023 35

Integrating
Change
into your
Business Process
Approach
4. A holistic, enabler-based view for process analysis and design
Business mission, strategy, Enabler – A factor that Culture, core competencies,
goals, & objectives can be adjusted to impact & management style
process performance.
supports aligns with

Business Process
enables enables enables enables enables enables

Business Human Facilities

Technology & Motivation & Policies & (or, Data / Info /
Process Resources &
Information Measurement Rules Knowledge,
Design Organisation Communications,
Systems
(Workflow) Unfortunately, these are often ignored! Documents, …)

• Roles • Applications • Assessment • Recruitment • Constraining • Workplace

• Steps & • Data and incentives & selection or enforced by layout
decisions • Information • “Reward and • Skills the process • The 40% office
• Flow - • Integration punishment” • Role design • External • Remote hubs
sequence and • Devices and • Implicit and • Organisation (laws and • Equipment
handoffs platforms explicit design regulations) & • Fixtures and
• Who does what • Process KPIs • Assignment internal furnishings
when vs. of roles in Assess the process by each
The usual suspects! Function KPIs processes enabler – one at a time –
after as-is modelling. 36
© Copyright Alec Sharp / Clariteq 2023
Integrating

For reference – enablers becoming disablers…

Change
into your
Business Process
Approach

The as-is Insurance Claims handling processes were highly sequential,

Process
involving multiple participants and many NVA tracking and checking steps.
Design
The to-be process perfectly duplicated the as-is flow using a workflow engine!

Information Nurses in a Regional Dialysis Program were “supported” by multiple, dis-

Systems & integrated applications, some externally hosted. Staff spent >50% of their work
Technology hours manually copying or “cut and pasting” data between applications.

A major telephone company invested hugely in reengineering Customer

Motivation &
Measurement
Service processes to enable CSRs to up- and cross-sell, but left performance
measures based on call time in place, which ultimately caused total failure.

Like many large organisations, a Forensic Sciences Lab had undergone cost-
Human
Resources cutting, and laid off many administrative support workers. Much more highly
paid, scarce scientists then spent ~55% of their time on admin tasks.

A Property and Casualty Insurer required a document be signed at a broker's

Policies &
Rules office and sent to a central verification unit for any policy change. The company
is now global, and this is now a major bottleneck of dubious value.

As a strange outcome of a merger, a Contract Electronics Manufacturer's QA

Facilities
(or other) facility was remote from their main manufacturing site. Moving goods back and
forth to the QA facility actually introduced additional defects.
© Copyright Alec Sharp / Clariteq 2023 37
Integrating

Complete final as-is assessment, generate to-be ideas

Change
into your
Business Process
Approach

Considering all six

enablers is at the heart
of this methodology

Business Process
enables enables
Facilities
This always uncovers issues
Business
Process
Technology &
Motivation &
Human
Policies & (or, Knowledge / that would have been
Information Resources & Info / Data,
missed otherwise and
Design Measurement Rules Communications,
Systems Organisation
(Workflow) Documents, …) always generates ideas
(potential features) for the
• Too many • Unavailable • Inappropriate • Mismatches • Out-of-date • Mismatch of
actors information performer or between task policies or work needs to-be process
• Non-value - • Data re-entry process value and numerical limits and facility
added steps measures performer • Excessive • No support for
• Missing
• Duplicate functionality • Internal rather • Too little review or team work
steps than customer empowerment approval steps • Layout that
• Awkward focus
• Delays and interfaces • Fragmented • “Anecdotal” or impedes flow
bottlenecks • Measures of jobs / roles inconsistent of people or
• Lack of tasks vs. policies material
• Excessively support for • Inappropriate
outcomes recruiting and • Misinterpreted
sequential workflow
placement regulations 38
© Copyright Alec Sharp / Clariteq 2023
Integrating

Closing thought on the value of a framework,

Change
into your
Business Process
Approach

Give people a framework, go through it point-by-point,

and they will quickly identify factors that would have been missed.

© Copyright Alec Sharp / Clariteq 2023 39

Integrating

5) Develop a feature-based, holistic view of the to-be

Change
into your
Business Process
Approach

Start with Inclusive Based on Awareness of Addresses Feature-based

We can do it!
what assessment reality all factors our goals approach

Builds support Not a “big bang” –

for change an effective, implementable, sustainable
business process
"We like the way support for Feature-based
change is built in throughout approach makes it
your approach, not bolted Agile / iterative.
on at the end."
And fast! – up-front
work avoids endless
rehashing later
© Copyright Alec Sharp / Clariteq 2023 40
Integrating

Establish 5 – 10 to-be features, then assess each by enabler

Change
into your
Business Process
Approach

A feature is a significant change or

improvement to the process,
or a significant factor in the design
of an all-new process.
Assessing Sales Reps motivated entirely by Increase Rep's commission for early submission
Motivation &
the as-is by Measurement
commission, with no motivation to New Sales Assistant role to enter Service Orders a Feature
enabler return and submit Service Orders
generated another Feature
Order Capture and Order Submission Service Order entry directly by Customer
ideas for the Human
are not effective uses of a Sales Rep's
Resources
to-be… time New Sales Assistant role to enter Service Orders same Feature,
again
Then, assess each Feature – what changes are needed in each enabler to make this feature work?
Feature Process Info. Motivation & Human Policies & Facilities Feasibility
Design Systems Measurement Resources Rules (or other) & Notes
& Tech. Avoids unanticipated
Direct Service Need to get the Obviously, all Commission? Displacement Will all Electronic Highly feasible.
Order entry by Service Order the Web stuff What impact on of current Customers have orders may What will consequences!
Customers from the server to commissions for Sales Reps? access to this? free up space Customer and
the Engineering Integrated current sales force? What are currently used Sales Rep
Supervisor for Service Order expectations for bins, reaction be?
assignment, and DB for freed-up boards, etc..
then to Engineer Sales Rep
for assessment Workflow time?
functionality? Customer
Customer review? training?
What format
for Customer
© Copyright Alec Sharp / Clariteq 2023 sketches? 41
Integrating

Assess each to-be feature, enabler by enabler

Change
into your
Business Process
Approach

Intent:
• Ensure each feature is implementable and sustainable
• Avoid unanticipated consequences through a holistic assessment
For each Feature, ask…
"What needs to change in this specific enabler to make this feature work?"
(there may be several changes needed)

Feature Process Info. Motivation & Human Policies & Facilities Feasibility &
Design Systems Measurement Resources Rules (or other) Notes
& Tech.
Assign Need to decide Current systems We MUST Revise job Current policies Some Highly feasible if
authority for whether we can are much too adjust the descriptions for dictate that all Support Staff we can resolve
higher-value auto-route complex for performance Support Staff as categorization will be moved Policy issues.
requests to the most cases, measures of necessary. and closer to Support Staff are
work to
appropriate staff especially the Support Staff to Provide classification Records very positive
Support Staff
member, or if all ones that would ensure they are additional work be carried Managers, about the
rather than should go to a now go to not penalised for training in out by Records but this is a opportunity, and
having it all Senior Records Support Staff. taking on Records Managers – this minor change Records
done by Senior Manager for Need to isolate additional Management will have to Managers look
Records routing and only display responsibility functions and change. Some forward to more
Managers. essential the RM System EU regulations time for high-
functions may be a factor value work.

This feature required change in all six enablers! 42

© Copyright Alec Sharp / Clariteq 2023
Integrating

Remember – "It's a process!"

Change
into your
Business Process
Approach

Transparency and involvement are core principles –

You can’t start here
Brad Wheeler – “You can’t skip the therapy” and
with “best practices”
"We are legitimizing what comes next."
Making the new process sustainable:
• Alignment of all enablers, especially Motivation & Measurement,
Human Resources & Organisation, and Policies & Rules
• Visibility of the process – the whole process, right down to job aids
• Training in the new process for current and new staff
• Time for each feature of the new process to take hold before more change –
continuous change should mean regular but not constant change
© Copyright Alec Sharp / Clariteq 2023 43
Integrating
Change
into your
Business Process
Approach
Thank you!
Alec Sharp, West Vancouver, BC, Canada

If you have questions or comments…

don't be shy, get in touch!
• e: [email protected]
• t: @alecsharp
• ig: @alecsharp01
• m: +1 604 418-3352

© Copyright Alec Sharp / Clariteq 2023 44