The great transition: using the seven disciplines of enterprise engineering to align people, technology, and strategy

1020 Pages·1995·8.12 MB·English

by  James Martin

The Great Transition : Using the Seven
title: Disciplines of Enterprise Engineering to
Align People, Technology, and Strategy
author: Martin, James.
publisher: AMACOM Books
isbn10 | asin: 0814403158
print isbn13: 9780814403150
ebook isbn13: 9780814424148
language: English
Reengineering (Management) , Strategic
subject
planning.
publication date: 1995
lcc: HD58.87.M368 1995eb
ddc: 658.4/063
Reengineering (Management) , Strategic
subject:
planning.
Page i
The Great Transition
Page ii
Successful corporations of the future will have little resemblance
to traditional corporations. We are in the early stages of a global
revolution that is fundamentally changing jobs, business,
management, and corporate architectures. Ultimately this great
transition will be more devastating than the Industrial Revolution.
The forces shaping it include worldwide information highways,
investments in cheap-labor countries, worldwide partnerships,
downsizing, the concept of value streams, value-stream teams, the
quality revolution, powerful microelectronics, cyberspace, virtual
operations, agile manufacturing, and the reinvention of
management.
To succeed with the changes requires disciplinea family of
disciplines that extend from strategic vision to detailed
implementation.
Enterprise Engineering is an integrated set of disciplines. Its
strength lies in the synthesis of seven different disciplines.
Without such disciplines and their synthesis, corporations will not
survive the brutal worldwide transition that is evolving.
Enterprise Engineering is a holistic and pragmatic approach to
building or changing an enterprise to increase its profitability,
competitiveness, or effectiveness in meeting its goals. It is
concerned with identifying the most appropriate enterprise
architecture and establishing the most effective change methods. It
is concerned with integrating these change methods so that the
whole is greater than the sum of the parts.
Enterprise Engineering teaches management, in practical terms,
how to adapt the change methods to unique situations. All the
change methods are concerned with enabling employees to
contribute more value. The goal is an enterprise that constantly
evolves, adapts to fast-changing demands, and (particularly
important) continuously learns at all levels. The enterprise must
be based on an intimate partnership between people and
technology, anticipating the onrushing, unimaginably pervasive
effects of information technology in the twenty-first century.
More Advance Praise for The Great Transition:
"Undisputedly the bestselling author in the field of computing."
Computing
"Management today in any industry has to negotiate change and new
technology as its number one priority. James Martin's book may well
become the most important management book of the 1990's."
Harry Manley, Chief Executive
British Academy of Film & Television Arts
"Why buy several books on 'managing the future,' when James Martin
has written the definitive version? His vision is both clear and
challenging, his advice is thought-provoking and practical."
Peter Lilley Chairman, The Publicity Club of London
Page iii
The Great Transition
Using the Seven Disciplines of Enterprise Engineering to
Align People, Technology, and Strategy
James Martin
Page iv
This publication is designed to provide accurate and authoritative
information in regard to the subject matter covered. It is sold with the
understanding that the publisher is not engaged in rendering legal,
accounting, or other professional service. If legal advice or other
expert assistance is required, the services of a competent professional
person should be sought.
To
Carmac
Library of Congress Cataloging-in-Publication Data
Martin, James, 1938
The great transition: using the seven disciplines of enterprise
engineering to align people, technology, and strategy / James
Martinst AMACOM pbk. ed.
p. cm.
Includes bibliographical references and index.
ISBN 0-8144-0315-8 (pbk.)
1. Reengineering (Management) 2. Strategic planning.
I. Title.
HD58.87.M368 1995
658.4'063dc20 95-35180
CIP
© 1995 James Martin
All rights reserved.
Printed in the United States of America.
This publication may not be reproduced,
stored in a retrieval system,
or transmitted in whole or in part,
in any form or by any meanselectronic,
mechanical, photocopying, recording, or otherwise
without the prior written permission of AMACOM,
a division of American Management Association,
135 West 50th Street, New York, NY 10020.
Printing number
10 9 8 7 6 5 4 3
Page v
TABLE OF CONTENTS
Acknowledgments x
Preface xi
Part I 1
Change or Die
Chapter 1 3
Tidal Wave
Postcapitalist Society The Cybercorp Revolution
Second-Order Transition Proponents or Victims?
Reengineer or Begin Afresh?
Chapter 2 12
Reinventing Employment
A Twin Revolution Constant Corporate Learning
Empowered Employees Maslow's Hierarchy of Human
Needs Taylorism Personal Energy A Paradox:
Continuous Change vs. Excellence Maximizing
Everyone's Value Experimentation: The Learning-
Laboratory Enterprise Enterprise Redesign
"Boundarylessness" Key Themes of the Future The
Good News
Chapter 3 32
The Wrong Use of Automation
Do Not Automate Yesterday's Processes Automation
Without Reinvention Unwieldy White-Collar Processes
Integration vs. Fragments Back to Dickens
Chapter 4 42
The Electronic Organism
Automation When Distance Disappears Corporate
Transparency Consolidation The Multicorporate
Organism The Decline of the Intermediary Electronic
Reaction Times The Strategic Importance of Software
Tools for Decision Making Cybercorp Complexity The
Attacker's Advantage The Age of the Entrepreneur
Sheep and Goats Profits and Propellerheads Chief
Organizational Architect
Chapter 5 58
The Seven Components of Enterprise Engineering
Integrating the Most Powerful Methods The Spectrum
of Change Methods Infrastructure Change Continuous-
Process Improvement Discontinuous Change Value-
Stream Reinvention Examples of "Breakthrough"
Results Outrageous Goals Both TQM and Value-Stream
Reinvention Scrap and Start Again Procedure Redesign
When Our Intuition Is Wrong Enterprise Redesign The
Simplification of Work Strategic Visioning Fused
Methods A New Type of Professional Off-the-Beaten-
Track Thinking
Page vi
Chapter 6 84
Teams and Virtuosos
The Team: A Special Type of Cluster Teams and
Working Groups Pseudoteams Becoming Real High-
Performance Teams Value-Stream Teams Loners Who
Are Different Virtuosos
Part II 101
Value-Stream Reinvention
Chapter 7 103
Value Streams
End-to-End Redesign Value Streams The Basic Idea of
VSR Value Streams, Not Hierarchies Dramatic Results
Top-Down Culture Change IT Development
Synchronized Change Summary
Chapter 8 118
Mapping the Value Streams
Primary vs. Support Value Streams Silos and
Stovepipes The Customer of the Value Stream
Customer-Delight Factors The Elapsed-TimeWork-
Time Ratio Simultaneous Engineering One-Person
Value Stream Unhealthy Value Streams What Should
You Redesign First? When Should You Avoid
Rebuilding Value Streams? Strategic Value Streams
Fluidity Evolutionary Transition Start-up
Corporations
Chapter 9 139
Outrageous Goals