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Implementing Strategic Change by Tom Bevington, Daniel Samson

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Increasing performance

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Objective

The last chapter made use of the process analysis framework developed in Chapter 4 to analyse the database of 117 organizations to understand fully the nature of interfacing activities. This chapter focuses on how organizations have made use of interface activity mapping to achieve a step increase in performance.

The chapter’s primary objective is to show how organizations have analysed and prioritized their data so as to reap the dividends strategically and avoid the inherent distractions and commonly encountered barriers to change. These distractions include chasing the myriad of business process problems, ...

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