When applied at a medical products manufacturer, the Matrix of Change provided unique and useful guidelines for change management.
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Table of Contents
Abstract
The Need for a Change
The Landscape of Change
How the Matrix Works
Use of the Matrix at MacroMed
Building the Matrix of Change
Step 1 - Identify Critical Processes
Step 2 - Identify System Interactions
Step 3 - Identify Transition Interactions
Step 4 - Survey Stakeholders
Interpreting and Using the Matrix: Implications for Change Management
Feasibility: Coherence and Stability
Sequence of Execution: Where to Start and When to Stop
Location: Greenfield and Brownfield Sites
Pace and Nature of Change: Fast or Slow, Incremental or Radical
Stakeholder Evaluations: Strategic Coherence and Value Added
Determining the Net Value Added
The Problem of Prediction in Complex Systems
Lessons Learned at MacroMed
Conclusions and Next Steps
Appendix
References
Footnotes
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The Need for a Change
One school of change management argues that old practices must be "obliterated" and new processes designed from scratch to fully leverage new technologies and business realities... displayed 300 characters
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In practice, few managers have the luxury of re-designing their processes or organizations from "clean sheet of paper" - people, equipment and business knowledge cannot be so easily scrapped. Furthermore, organizational change almost inevitability becomes a learning process in which unanticipated obstacles and opportunities emerge (Orlikowski & Hofman, 1996)... displayed 300 characters
