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    The Matrix of Change: Step 1: Identify Critical Processes

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    Muktak Goyal
    The document describes several matrices used to analyze organizational change, including: 1) A transition matrix that identifies which existing practices will need to change to implement target practices and whether they are complementary, have weak interaction, or interfere. 2) Horizontal and vertical matrices that show interactions between practices and their importance. 3) A stakeholder survey matrix that evaluates the importance of practices to different job roles. 4) Additional matrices like a tornado plot that illustrate differences between existing and target practices.

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    The Matrix of Change: Step 1: Identify Critical Processes

    Uploaded by

    Muktak Goyal
    15 views6 pages
    The document describes several matrices used to analyze organizational change, including: 1) A transition matrix that identifies which existing practices will need to change to implement target practices and whether they are complementary, have weak interaction, or interfere. 2) Horizontal and vertical matrices that show interactions between practices and their importance. 3) A stakeholder survey matrix that evaluates the importance of practices to different job roles. 4) Additional matrices like a tornado plot that illustrate differences between existing and target practices.

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    Bpr Session 04

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    The document describes several matrices used to analyze organizational change, including: 1) A transition matrix that identifies which existing practices will need to change to implement target practices and whether they are complementary, have weak interaction, or interfere. 2) Horizontal and vertical matrices that show interactions between practices and their importance. 3) A stakeholder survey matrix that evaluates the importance of practices to different job roles. 4) Additional matrices like a tornado plot that illustrate differences between existing and target practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as ppt, pdf, or txt
    15 views6 pages

    The Matrix of Change: Step 1: Identify Critical Processes

    Uploaded by

    Muktak Goyal
    The document describes several matrices used to analyze organizational change, including: 1) A transition matrix that identifies which existing practices will need to change to implement target practices and whether they are complementary, have weak interaction, or interfere. 2) Horizontal and vertical matrices that show interactions between practices and their importance. 3) A stakeholder survey matrix that evaluates the importance of practices to different job roles. 4) Additional matrices like a tornado plot that illustrate differences between existing and target practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
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    of 6

    The Matrix of Change

    Step 1 : Identify Critical Processes


    Step 2 : Identify System Interactions Step 3 : Identify Transition Interactions Step 4 : Survey Stakeholders

    Horizontal and Vertical Matrices


    Matrix Interaction + Complementary Practices Weak/No Interaction Interfering Practices Horizontal Triangular Matrix +
    Energized Organization Zero Non Conformance Eliminati - on Of NonValuesAdding Costs

    Vertical Triangular Matrix + +

    Target Practices

    Existing Practices
    + + ++ + +
    Efficient Low-Cost Operation

    Flexible Equipment

    Narrow Job Functions


    Large WIP and Meet Product FG Inventories Requirements

    Vertical Structure

    Piece-Rate (Output) Pay Several Management Layers (6)

    Low JIT Inventory

    Line Rationalization

    Designated Equipment

    Few Management Layers (3-4)

    Workers Paid Flat Rate

    Greater Responsibility

    Transition Matrix
    Target Practices
    Energized Organization Zero NonConformance

    Workers Paid Flat Rate

    Existing Practices
    Efficient Low-Cost Operation

    Designated Equipment Narrow Job Functions


    Large WIP and FG Inventories
    Piece-Rate (Output) Pay

    Meet Product Requirements Vertical Structure

    Few Management Layers (3-4)

    Greater Responsibility

    Flexible Equipment

    Low JIT Inventory

    Several Management Layers (6)

    + +

    Line Rationalization

    + Complementary Practices Weak/No Interaction Interfering Practices

    Elimination Of NonAdding Costs

    Matrix Interaction

    The Matrix of Change


    Target Practices
    Matrix Interaction

    + +
    Eliminati on Of NonAdding Costs

    +
    Energized Organization Zero NonConformance

    Workers Paid Flat Rate

    +2

    +1 0 -1 -2

    Very Important Somewhat Important Irrelevant Somewhat Interfering Significantly Interfering

    Efficient Low-Cost Operation

    Existing Practices Designated Equipment Narrow Job Functions


    Piece-Rate (Output) Pay

    Importance

    Importance to Job

    -2
    -1 +1

    Large WIP and FG Inventories + + Requirements


    Vertical Structure

    Meet Product


    +2

    Few Management Layers (3-4)

    Greater Responsibility

    Flexible Equipment

    Low JIT Inventory

    Several Management Layers (6)


    +2 +2

    + +

    +1 +1

    Importance

    Line Rationalization

    Complementary Practices Weak/No Interaction Interfering Practices

    A Tornado Plot
    -3
    Narrow Responsibility

    -2 -1 0

    1 2 3
    Greater Responsibility

    Target

    Buffer Inventory
    Designated Equipment

    JIT Inventory
    Flexible Equipment

    N/A
    Layered Management

    Line Rationalization

    Flat Management

    Piece Rates

    Flat Pay

    -3 -2 -1

    1 2 3

    Linked Matrices
    B C D

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