Business Process Reengineering
The Change Simulation

What is it?

The Change Simulation has multiple divisions of a global company in dire straights. Each division is bureaucratic, full of nonsense and wasted efforts, unproductive, and focused on its own internal problems rather than on pleasing its customers. Consequently, it is failing to please them; it is also failing to make money, and in danger of being taken over or even closed down.

During 20-minute "Action Cycles" each participant has to do his/her job; it could be sales, production, product development, or administration. Each function in the team is crucial to the success of the team as a whole. And each function is bound by "corporate policy" and half strangled by "the way we've always done it". After each Action Cycle, there is an opportunity to discuss the experience, and think about what needs to change for the team to function more effectively. There is feedback from "customers" on how satisfied they are through the products and service provided. And there are finance reports revealing the team’s profit (or loss).

Teams are given some practical guidance in sorting out problems. Not answers, but tools to be used in the simulation, (and equally well on the real job) to help clarify the problems, enhance communications, improve productivity, and raise customer satisfaction. Teams are given time to try out these tools, and time for planning (though it never seems like enough time!) so that the team's performance can improve. Then comes the crunch; another Action Cycle, when plans are put into action and you see how well they actually work. This is what makes the simulation so effective as a learning environment; like real life, it is not just having the right idea that matters, but being skilled at putting them into practice as well. And there is immediate feedback on the effects of the changes made.

Who is it for?

Employees who need to understand their contribution and how to increase it

Sales forces changing from product to customer focus

Whole divisions of companies where major changes are planned

People who need to work in cross-functional teams for the first time

Supervisors and managers responsible for planning or implementing change

What is learned?

How to Managing Change in ways that create involvement and ownership

How Leadership Behaviors impact individuals and results

How teams work and roles affect the work environment

How Workflow Diagrams can clarify networks of responsibilities and the flow of information

How Task Analysis facilitates the clarification of responsibilities

How Interviewing Strategies help identify opportunities for improving communication and performance within the team

How a Process View of Business can move people from a silo mentality to a cross- functional view

How many participants?

18 – unlimited

How long?

2 days