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Towards a Federated Architecturefor Change Management
Prof. Dr. Frank Habermann
Keynote Speech
10th International Conference
on Knowledge, Culture and Change in Organizations,
HEC Montreal, Canada, July 26‐28, 2010.
© Prof. Dr. Frank Habermann
In change management we face a significant gapbetween theory and practice
* see e.g. Bull Survey (1998), Bowie State University Study (2003), Computing Technology Industry Association Report (2007)
end‐of‐project activities
not a high priority management task
very often left to external consultants
still among the top reasons of project failure*
CHANGE MANAGEMENT IN PRACTICE
© Prof. Dr. Frank Habermann
A life cycle model for business and technology trend
Picture source: Gartner
© Prof. Dr. Frank Habermann
Let‘s explore a typical trend life cycle, e.g. of customer relationship management
20031999 2005 2008 today
CRM made it in 10 years –How does the life cycle of Change Management look like?
© Prof. Dr. Frank Habermann
RiskManagement
TalentManagement
We know similar stories from othermangement disciplines
Core business objectsof strategic relevance, which
do not belong to a single vertical unit,but have their stake in many horizontal instances
Socially influenced,multi‐dimensional, and thusdifficult to measure
High interest!
Multiple concerns!
Hard to operationalize!
CustomerRelationshipManagement
QualityManagement
PerformanceManagement
…
© Prof. Dr. Frank Habermann
Three main pillars help a management trendto eventually reaching the „plateau of productivity“
© Prof. Dr. Frank Habermann
Three main pillars help a management trendto eventually reaching the „plateau of productivity“
URGENT LOCAL NEED
beyond strategicimportance
© Prof. Dr. Frank Habermann
Three main pillars help a management trendto eventually reaching the „plateau of productivity“
URGENT LOCAL NEED
beyond strategicimportance
EMBEDDED PROCESSES
beyond leanand lighthouse
© Prof. Dr. Frank Habermann
Three main pillars help a management trendto eventually reaching the „plateau of productivity“
URGENT LOCAL NEED
beyond strategicimportance
EMBEDDED PROCESSES
beyond leanand lighthouse
INNOVATIVE GOVERNANCE
beyond integrationand synergies
© Prof. Dr. Frank Habermann
Unfortunately, for many central managers„integration“ still is the holy grail
SEAMLESS
CONSISTENT
STANDARDIZED
TRANSPARENT
EFFICIENT
LEAN
Picture source: http://responsiblemarketing.com
© Prof. Dr. Frank Habermann
Understanding the complexity trap of integration
Number of components1 2 3 4 5 6 7 8 9
600
500
400
300
200
100
0
Number of areas created
Picture source: http://www.epmbook.com/resources/complexity.ppt
© Prof. Dr. Frank Habermann
Understanding the complexity trap of integration
Number of components1 2 3 4 5 6 7 8 9
600
500
400
300
200
100
0
Number of areas created
Generating an integrated customer perspectivealways is a reasonable goal!
BUTtechnical and organizational
integration are not necessarily the best way!
To be kept in m
ind!
© Prof. Dr. Frank Habermann
How much power do the local business units of your enterprise have? And how much are they interrelated within your change initiatives?
Step 1: define your interoperability challenges
degree of local power
degree of directlocal interrelations
HIGHMEDIUM
MEDIUMLOW
© Prof. Dr. Frank Habermann
Understanding the levels of governance
Step 2: define your governance model
DepartmentAutonomy
InformalAgreement
FormalAgreement
CentralCoordination
CentralDirection
CentralControl
Source: Roy, J., E‐Government in Canada, Transformation for the Digital Age, 2006.
© Prof. Dr. Frank Habermann
Understanding the levels of governance
Step 2: define your governance model
DepartmentAutonomy
Departments have full self‐responsibility (regarding local strategy, etc.)No inter‐departmental cooperation agreements, rules, etc.No management involvement by central bodies
Departments still have full self‐responsibilityBiletaral cooperation arrangements are highly individual and non‐formalizedNo governance by third party
Departments are highly self‐respnsibleBiletaral arrangements are agreed on a formal levelCentral supports publication/communication of arrangements
Departments are partly autonomousCooperation rules, standards etc. form an enterprise‐wide agreementCentral instance surveys and monitors all types of inter‐unit cooperation
Departments do not define an individual strategyAll strategic directions are set and monitored centrallyThe departments have degrees of freedom regarding the operational procedures
Departments have no decision‐making powerThe entire strategy as well as methods, rules and the processes are set centrallyThe center knows everything that happens within the organization
InformalAgreement
FormalAgreement
CentralCoordination
CentralDirection
CentralControl
Source: Roy, J., E‐Government in Canada, Transformation for the Digital Age, 2006.
© Prof. Dr. Frank Habermann
There is no good or better governance model –it just has to meet your organizational challenges
DepartmentAutonomy
InformalAgreement
FormalAgreement
CentralCoordination
CentralDirection
CentralControl
Bileteral Partnerships, e.g. in Sales, Research, etc.
sometimes to be found in Governments and small family business
No governance by external parties
e.g.
e.g.
common in (former) state‐owened enterprise, e.g. Deutsche Bahn
© Prof. Dr. Frank Habermann
Federation tries to combine the benefits of centralization & decentralization or viceversa tries to limit the costs and disadvantages which go along with each approach
Positioning „federation“
degree ofcommonality
high(= central)
low(= decentral)
Fit to enterprise strategy
Short reaction times (to common issues, particularly crisis)
Self‐responsibility and motivation
Low integration and maintenance needs
Coordination of distributed activities
Holistic supervision
Short reaction times (to local issues, particularly in daily business)
Fit to local market strategy / customer needs
no redundancies
© Prof. Dr. Frank Habermann
Federation somewhere is between centralization and decentralization
Positioning „federation“
A centralized organization‐ Big center of power‐ Governs all local units‐ Controls all communication
A decentralized organization‐ No center of power‐ No common governance‐ No inter‐unit communication control
Legend:very powerfulpartlynot
© Prof. Dr. Frank Habermann
Positioning „federation“
degree of local power
degree of directlocal interrelations
HIGHMEDIUM
MEDIUMLOW
© Prof. Dr. Frank Habermann
Positioning „federation“
degree of local power
degree of directlocal interrelations
decentralcentral
© Prof. Dr. Frank Habermann
Federation is beyond the center just acting as a broker or hub to the separate local units
Federation also is beyond creating an umbrella organization and grouping the local units under it
Positioning „federation“
A hybrid organization (type 1)‐ Still a big center of power‐ Center controls all local units‐ Units are partly autonomous‐ Inter‐unit communication possible
A hybrid organization (type 2)‐ Center acts as an umbrella‐ Center has standardization function‐ Units remain very autonomous (power is local)‐ No or few inter‐unit activity
Legend:very powerfulpartlynot
© Prof. Dr. Frank Habermann
Positioning „federation“
degree of local power
degree of directlocal interrelations
decentralhybrid I
hybrid II
central
© Prof. Dr. Frank Habermann
If we want to manage a system with many (local) powerful players which share commongoals and have many interrelations, the move to federated approaches is indispensable.
Positioning „federation“
degree of local power
degree of directlocal interrelations
decentralhybrid I
central
federated
hybrid II
© Prof. Dr. Frank Habermann
Introducing the Change Service Bus (CSB) Architecture
Business Unit a
Business Unit n
ExternalPartner
CSBTeam
CustomerChangeService
OrchestrationRules
ProductPortfolio
BusinessCases
Business Unit b
CHANGE SERVICE BUS
Orga. Interface
Part of Repository
Change Message Bus
Organizational Unit
Passive Partner
Active Partner
(for one initiative)
Messaging
Legend:
…
Global Network, incl.Centers of Competence
© Prof. Dr. Frank Habermann
Three main pillars help a management trendto eventually reaching the „plateau of productivity“
URGENT LOCAL NEED
beyond strategicimportance
EMBEDDED PROCESSES
beyond leanand lighthouse
INNOVATIVE GOVERNANCE
beyond integrationand synergies
Towards a Federated Architecturefor Change Management
Prof. Dr. Frank Habermann
ContactAcademicfrank.habermann@fu‐berlin.deTel +49 30 85789‐486
[email protected] +49 30 2025 3536