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Operational Leadership (Strategic Management Collection), by Andrew Spanyi
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Customers are increasingly demanding higher levels of speed and quality, yet leaders often focus mainly on reducing the costs of operations. Confronted by current and anticipated business challenges, incremental improvements to operations, while still important, will no longer be sufficient to gain advantage. This book outlines the needed evolution in leadership attitudes and behaviors in the key operational areas such as new product development, sales, operations, customer service, human resources, finance, and information technology. Relying on concepts introduced by Dr. John Kotter, Dr. G. Rummler & Alan Brache, Dr. Tom Davenport, and Dr. Michael Hammer, this new book updates this body of knowledge and presents a framework for action in an easy to read, actionable format. It's an outstanding title that provides details on the demand for the new operational leadership mindset and paradigm which enables both breakthrough change and the discipline of continuous improvement in operations. This will involve not only the design of new work practices, but also the implementation and sustainability of fundamental change encompassing the complex interdependence of human, organizational, and technological factors. In spite of the proliferation of various methods to improve operational performance, leaders have not become more adept in their roles due in part to a traditional functional bias. This book helps!!
- Sales Rank: #3995129 in Books
- Published on: 2010-07-26
- Original language: English
- Number of items: 1
- Dimensions: 9.02" h x .22" w x 5.98" l, .34 pounds
- Binding: Paperback
- 125 pages
About the Author
Andrew Spanyi's work in the area of Business Process Management is recognized internationally. He has written two books on Process Management: More for Less: The Power of Process Management and Business Process Management is a Team Sport: Play It to Win! Andrew has delivered keynote speeches on process management principles at conferences in North America, Europe, Africa and Australia. He has published over 40 articles in a broad cross-section of magazines.
Most helpful customer reviews
1 of 1 people found the following review helpful.
A book for executives and those who seek to influence them
By Roger Tregear
Andrew Spanyi is a storyteller with extensive practical experience in making process change happen. He has worked in this area across the two decades that have defined contemporary process management thinking and practice.
Operational Leadership continues the story with clear and practical advice about how to make process change real and sustainable This is an important book that continues, and expands, Andrew's deep interest in the role of senior executives in process improvement and management, ie in operational leadership.
Andrew's first book, "Business Process Management (BPM) is a Team Sport: Play it to Win!", surveyed the ideas of process analysis and management. "More For Less: The Power of Process Management", his second book, surveyed BPM practice around the world. In this, his third book, "Operational Leadership", Andrew presents an insightful survey of the complex question of leading real and sustainable operational change.
The most important sentence in this book is this: "The historical odds of success in successfully leading major change efforts has hovered around 30%." That's a chilling statistic that flies in the face of the benefits claimed for process-based management. Can it be true that BPM works in theory but not in practice? Is it too hard to do? If only one in three major process improvement projects achieve their goals, might we do more harm than good? Why would any executive embark down this path with the likelihood that it will end in failure?
Andrew carefully and methodically explains that it doesn't have to be like that.
The thoughtful analysis of the organization change literature and the key approaches is, in itself, good enough reason to read this book. Six Sigma, Lean, Reengineering, Process Management are nicely summarized, compared and contrasted. Approaches to change management are also discussed underlining the point that the intention is make actual sustained change not just proposals for change.
I won't attempt to cover all of the points that Andrew makes - that's what the book is for - but I highlight three particular insights that readers should explore further:
* the pivotal requirement to make a compelling case for change,
* getting the "pacing" of change correct, and
* linking the need for change to the organization's strategy.
There are many illustrative case studies showing both success and failure. We don't see enough "failure stories" in the literature. "Success stories" are the more common but we can often learn more from failures than successes - preferably someone else's!
This is a book for executives who are looking for practical advice on how to make process change happen. It is also a book for those who seek to influence those executives and support their process improvement aspirations.
0 of 0 people found the following review helpful.
Operational Leadership Brings a New Focus to the Relationship Between Business and IT
By Arthur Worster
Andrew's new book provides a great reference manual for a different view of how leadership needs to look at the daily job of analyzing and operating a business. Although many of the principles are certainly not new, he makes the point that the real task today is to truly understand the role of executives in leading and managing necessary change at the Operational level. Andrew also helps to define the value and practices of various improvement methodologies (Six Sigma, TQM, Re-engineering, BPM etc.) and how they can become "programs unto themselves" if left to their own direction, rather than part of a set of solutions that can lead to continuous improvements to the overall business through more effective definition, management and improvement of the cross-functional business processes, which ultimately determine business results. On many occasions in this book, Andrew relates how these leadership processes relate to the necessary inclusion of the IT function and IT applications in the analysis, definition, planning and direction of improvement programs. The inclusion of this pervasive function (IT) in any complex organization combined with the integration of all of the improvement methods, can lead to the ability for an organization to focus on a continuous improvement environment and avoid the pitfalls of short corporate memory, dysfunction between business and IT, and business improvements getting lost in political disputes. Andrew makes these points very well in this book and provides the analysis and recommendations for establishing Operational Leadership as a more focused way of optimizing business performance. I highly recommend this book as a primer for organizations looking for ways to standardize and formalize their improvement programs into a culture of continuous improvement.
0 of 0 people found the following review helpful.
Operational Leadership is critical and Andrew shows this
By John Jeston
Overall, a great read and one anyone who is serious about BPM should read it.
Andrew once again has done a great job in providing focus our attention on having a process-focused view. As he points out, how do we get leadership to focus in the first place and then maintain the focus by the way they run the business.
In Chapter 1 he discusses, "What's the problem" with leaders in getting them to focus on business processes. Personally, I think leaders do care (at least most - however, some only care about themselves); "leaders can't focus" - sometimes they focus on the wrong things - e.g. their KPIs only, themselves, perhaps attention manage is the issue (sometimes the things they think requires their attention are really the wrong things); they "do not know" how to focus on process - most leaders have never been taught `process' - what does it mean, how can they help the business, etc. Historically universities have not covered business process in the leaders education - so they don't know; leaders think that once they have paid attention to a subject for a short period of time, think they have solved it (I told the staff what to do - `what do you mean they have not implemented it?' Orders = implementation and solution).
I like the `operational leader' concept. In my 2nd book (Management by Process: A Roadmap to Sustainable BPM) Johan and I distinguished between Transformational leaders (visionary etc) and Transactional leaders (operational). So I am a big fan of the need and concept that Andrew discusses.
As Andrew points out, having a traditional functional view of an organisation is a restriction. Most organizations have a view of the functional aspect (it's called an organization chart) but very few have a process view, and it is critical in running/managing your organization. You need at least a level 1 and 2 process view to understand how the functional and process views fit together. We done correctly I have seen it make a significant difference to an organzation - assuming of course that it is acted upon.
Andrew, correectly places a lot of emphasis on looking at an organization from the customers perspective - and while I agree, customers must NEVER be ignored (without them you do not have a business), I wonder if we should also have a significant `employee' perspective. If it is a wonderful place to work then maybe employees will overcome non-optimized processes, etc - obviously both are needed!!
In the last chapter, Andrew outlines "The Future". How hard is this to predict! One of the aspects that I think is exceptionally critical is the balance between Strategy and Stratety Execution - you need both, and most organizations are not as good as they should be at execution. There is a tabel which outlines the leadership mindset, which is always challenging and I like the table.
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