model driven business engineering for change management and adaptation

MDBE for Change Management and Adaptation

Harris Apostolopoulos BEng(Hons), MSc, MBA, MIET, [email protected]

Agenda

Introduction to Change and Adaptationg pSignificanceChange Management and AdaptationChange Management and Adaptation modelsMDBE for Change and AdaptationSummaryy

Types of Change

Two major categories, individual change management and organisationalchange management.g g

Especially in multinational companies, cross‐cultural issues can affectEspecially in multinational companies, cross cultural issues can affectplanned 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 oreven organisational reasons the whole process is subject to fail.even organisational reasons the whole process is subject to fail.

Types of Change (Cont.)

Duck (1993) argued that change is intensely personalLuecke (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 todoing business or the relationship between managers and employees.

Schaffer (2000) discussed discontinuous versus continuous incrementalchange

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

Agenda

Introduction to Change and Adaptationg pSignificanceChange Management and AdaptationChange Management and Adaptation models

f h d dMDBE for Change and AdaptationSummaryy

Significance Market needs are constantly changing; market adaptation, strategic businessplanning, flexibility, speed, cultural changes are more than mandatory.

Most of the common project management methodologies such as critical chainproject management (CCPM), and PRINCE2. focus on:

Time Cost Qualityy

Those project management methodologies do not take into account BusinessCultural Issues Change Management and AdaptationCultural Issues, Change Management and Adaptation.

Significance (Cont.)

Too much emphasis on deliverables or outcomes (e g capabilities) whichToo much emphasis on deliverables or outcomes (e.g. capabilities) whichon their own do not deliver specific benefits, or even in the processes (theway things have to be done).

The main difficultly arises from the fact that culture itself is difficult to bedefined 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 differentways” in effect understanding and adapting to changes.

Agenda


Change and Adaptation

Pascale (1990); “change requires that businesses continuously reinventthemselves”themselves

Sinclair (1993);culture can be managed and this is a responsibility of themanagement itself.management itself.

Tichy (1983);“we are all beings of habit and tend to repeat what we arecomfortable with.”

Schlossberg (1981) , Successful adaptation might involve establishing astructured methodology for responding to changes such as new policies, ortechnologies.

Parkes (1971); “First, abandoning one set of assumptions and thenl f h f h h hdeveloping a fresher frame, so as the person to cope with the new

changes”.

Cultural Change

Hofstede (1980) argued that the cultural differences between nationalitieswere evident when employees of the same organisation were spread overp y g pmany countries.

Stuttard (2000) concluded that “one common mistake is that, foreignmanagers fail to realize how pervasive it is”.

Pitta et.al, (1999); managers’ business behaviour is directly related to the , ( ); g ycountry’s culture.

Dealing with culture has the difficulty to define it universally.

Models of ChangeBriefly, 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

Agenda


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 underthe Environment frame of MDBE.

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?

Agenda


Summary

Modern business processes usually demand the utilization of a variety of business frameworksand 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 theprocess 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 effectunderstanding and adapting to changes.

Hofstede (1980) argued that the cultural differences between nationalities were evident whenemployees 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.

“Everything is constantly changingAll is flux, nothing stays still…

Τa πάντα ῥεῖ καὶ οὐδὲν μένει”

Heraclitus, (540 BC - 480 BC)

Thank You!

model driven business engineering for change management and adaptation

Leadership & Management