Friday, November 18, 2011

How to address the need for permanent change in a Organization?


Faced with this situation of constant change, institutions are looking for greater adaptability of their organizations and information systems for different types of changes. Since the mid-90s, the Urban Planning Information Systems are the preferred global approaches to monitor and organize the consideration of changes in the company. In emerging, it is sometimes uses more sophisticated methods such as Lean 6 Sigma to objectify the analysis.
Urbanisam, now widely used in banks, can control the evolution of SI registering in a target. However, while it establishes principles to ensure adaptability and flexibility of the SI, it provides only a limited response on the organization to adopt to respond to constant change. Similarly, the use of BPM is often reduced to the establishment or re-organizing activities. It is little used in the context of continuous improvement or ongoing management of the development. As for the use of Lean 6 Sigma, it is still only poorly developed to date in financial services (although emerging initiatives).

These approaches and methodologies and related tools do to address the ongoing evolution that they are actually integrated into the control of the company. The establishment of a permanent management changes in the organization and continuous improvement is a long-term task. Moreover, it does not address the operational issues encountered daily by the projects.


A response to issues related to permanent change can also be found in the structure of the organization. This should provide the flexibility and adaptability to facilitate its development. It is then introduced into the organization of 'subset' or 'clusters' stable and offering their services across the enterprise. These will serve as the 'pivot points' in the organization who can then move around the poles of these key services whose effectiveness is guaranteed. Such an exercise of 'organizational design' aims to provide the company specialized internal structures: the poles of operational efficiency.

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