scholarly journals 13 Organizations' Attempts to Become Data-Driven

2020 ◽  
Vol 11 (1) ◽  
pp. 1-21
Author(s):  
Mikael Berndtsson ◽  
Christian Lennerholt ◽  
Thomas Svahn ◽  
Peter Larsson
Keyword(s):  
Change Management ◽  
Change Process ◽  
Pilot Project ◽  
Data Driven ◽  
Management Process ◽  
Different Types ◽  
Developing Strategies

Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.

Analysis of Different Change Types in the Management Process of an Organisation

2019 ◽  
Vol 34 ◽  
pp. 326-332
Author(s):  
Cristina Petronela Simion ◽  
Mirona Ana Maria Popescu ◽  
Olga Maria Cristina Bucovețchi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Management Process ◽  
Process Of Change ◽  
Continuous Innovation ◽  
Operational Level ◽  
Development Change ◽  
Different Types ◽  
Transition Change ◽  
The Way

It is recognized that Change Management is a necessity in the current environment characterized by competitiveness and the desire for continuous innovation [3]. In order to answer these questions, the work begins with a secondary research of the different types of organizational change: change as development, change as transition, change as transformation, and then, by analyzing their particular characteristics, the risks associated with the process of change are identified the possible causes of possible implementation difficulties. Research results show that changing as a transition rarely involves adapting processes, existing tools, but rather replacing them with completely new ones (mergers, assignments, IT & C revolutions, etc.). One of the conclusions of this paper is that the success of a changing company depends not only on the way in which it is carried out, but also on the way it is maintained at the operational level during the change, so a complex management structure is needed. ensure the functionality of the company and supervise the change process.

Assessing the change process of Lean Six Sigma: a case analysis

2014 ◽  
Vol 5 (4) ◽  
pp. 423-443 ◽  
Author(s):  
Suriya Lertwattanapongchai ◽  
Fredric William Swierczek
Keyword(s):  
Change Management ◽  
Six Sigma ◽  
Change Process ◽  
Success Factors ◽  
Case Analysis ◽  
Lean Six Sigma ◽  
Project Design ◽  
Management Process ◽  
Content Type ◽  
Effective Combination

Purpose – This paper aims to present an integrative conceptual framework of Lean Six Sigma (LSS) as a project and an organizational change process. To assess the process, the LSS success factors are identified. Their impact on both project outcomes and people is determined. Design/methodology/approach – An in-depth review of success factors resulted in a set of indicators related both to the LSS factors and to the change process. A comparative case analysis of three multinational companies (MNCs) implementing LSS in Thailand is presented. The indicators were used to identify patterns in the cases related to effective implementation through content analysis. Findings – The case analysis showed that an effective combination of a strong LSS project design and a comprehensive change management process achieved positive impacts in business results, employee learning and job satisfaction. Practical implications – To be successful LSS cannot only focus on a good project design. Champions and key practitioners must also apply best practices in change management. Originality/value – There are few examples of the integration of LSS project design and the change management process in Asia. Additionally, the case analysis focuses on examples of MNC operations in Thailand. The research supported the importance of integrating change management and project management for success.

International Experiences in Restructuring Road Sector

1996 ◽  
Vol 1558 (1) ◽  
pp. 99-107 ◽  
Author(s):  
Antti P. Talvitie
Keyword(s):  
Change Management ◽  
Change Process ◽  
Initial Conditions ◽  
Management Process ◽  
Development Path ◽  
The Road ◽  
The Core ◽  
International Experiences ◽  
Traditional Construction ◽  
Five Phases

An evolutionary continuum on which a modern and mature road administration develops is proposed. The five phases that appear necessary in this evolution are outlined: (a) the establishment of traditional construction and maintenance organization, (b) separation of client and producer functions, (c) separation of client and producer organizations, (d) corporatization or privatization of the producer organization, and (e) corporatization of the (client) road administration. The change management process—the framework process and its constituent cores— is addressed. The framework process is the flow of activities in change management when they move from one organizational phase to another. The core activities are those that the road administration must address in the change process. Both of these are discussed in detail. It is asserted that a quick reorganization of road administrations is neither possible nor desirable. The exact path to be taken depends critically on the initial conditions from which the road administration embarks on its development path.

Change Management: A Game Changer for Effective Digital Transformation

2021 ◽  
Author(s):  
Emmanuel Udofia ◽  
Buduka Stanley
Keyword(s):  
Change Management ◽  
Change Process ◽  
Business Processes ◽  
Oil And Gas ◽  
Digital Transformation ◽  
Sub Saharan Africa ◽  
High Rate ◽  
Management Process ◽  
Effective Change ◽  
Business Objective

Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

scholarly journals Transforming Allied Health

2000 ◽  
Vol 23 (4) ◽  
pp. 160
Author(s):  
Julie Astley
Keyword(s):  
Service Delivery ◽  
Change Management ◽  
Change Process ◽  
Allied Health ◽  
Management Process ◽  
Organisational Structure ◽  
Children's Hospital ◽  
Service Delivery Models ◽  
Children’S Hospital ◽  
Delivery Models

In 1995, the Division of Allied Health at the Women's and Children's Hospital Adelaide (WCH) began a process ofcritical review of its service delivery models and organisational structure in order better to meet the vision and valuesof the WCH and the needs of consumers. This paper describes the change management process. Barriers to andfacilitators of change are highlighted. The outcomes of the change process are described, including the newmultidisciplinary team and program-based organisational structure and culture.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

scholarly journals Improving Information management in resource as a service framework using gamification technique: a case study in Institut Pendidikan Guru Malaysia

2018 ◽  
Vol 7 (2.14) ◽  
pp. 70
Author(s):  
M Nordin A Rahman ◽  
WM Khairi ◽  
W Awang
Keyword(s):  
Competitive Advantage ◽  
Information Management ◽  
Teaching And Learning ◽  
Storage Management ◽  
Quality Of Services ◽  
Management Process ◽  
Different Types ◽  
Service Framework

The issue of information management is crucial for any academic institution. Convenient access to requested content is creating a competitive advantage for different types of decisions. Information management process in Institut Pendidikan Guru (IPG) often create problems because there is no systematic way of storage management. IPG lecturers stored their teaching materials in different kind of methods. This situation cause in a loss of resources, difficult to retrieve and also cannot be identified when it's needed. Dealing with large volumes of resources it is essential to use technological solutions that enable flexible storage, retrieval, processing and interpreting information. To solve the problems, this article introduced a framework that use single platform and named as Information Sharing for Learning (IS4L) for managing teaching and learning resources in IPG. The resources will be stored and can be accessed at any time. The framework also applied the technique of gamification to motivate and encourage users to use the application and consequently will increase the volume of resources stored. The developed application based on the proposed framework could help to motivate and engage peoples to share their resources and enhance quality of services in IPG. Finally it could assist to improve the performance and effectiveness of services to achieve users’ satisfaction. 

scholarly journals Adaptive data-driven age and patch mixing in contact networks with recurrent mobility

2021 ◽  
Author(s):  
Jesse Knight ◽  
Huiting Ma ◽  
Amir Ghasemi ◽  
Mackenzie Hamilton ◽  
Kevin Brown ◽  
...  
Keyword(s):  
Disease Transmission ◽  
Age Distribution ◽  
Age Groups ◽  
Data Driven ◽  
Infectious Disease Transmission ◽  
Mobility Data ◽  
Contact Patterns ◽  
Different Types ◽  
Mixing Patterns ◽  
Transmission Models

AbstractInfectious disease transmission models often stratify populations by age and geographic patches. Contact patterns between age groups and patches are key parameters in such models. Arenas et al. (2020) develop an approach to simulate contact patterns associated with recurrent mobility between patches, such as due to work, school, and other regular travel. Using their approach, mixing between patches is greater than mobility data alone would suggest, because individuals from patches A and B can form a contact if they meet in patch C. We build upon their approach to address three potential gaps that remain. First, our approach includes a distribution of contacts by age that is responsive to underlying age distribution of the mixing pool. Second, different age distributions by contact type are also maintained in our approach, such that changes to the numbers of different types of contacts are appropriately reflected in changes to the overall age mixing patterns. Finally, we introduce and distinguish between two mixing pools associated with each patch, with possible implications for the overall connectivity of the population: the home pool, in which contacts can only be formed with other individuals residing in the same patch; and the travel pool, in which contacts can be formed with some residents of, and any other visitors to the patch. We describe in detail the steps required to implement our approach, and present results of an example application.Graphical Abstract

scholarly journals Corpus linguistics and its aplications in higher education

2010 ◽  
pp. 51 ◽  
Author(s):  
Miguel Fuster Márquez ◽  
Begoña Clavel Arroitia
Keyword(s):  
Higher Education ◽  
Corpus Linguistics ◽  
Teaching Practices ◽  
Language Teaching ◽  
Applied Linguistics ◽  
Data Driven ◽  
Future Success ◽  
Different Types ◽  
Theoretical Linguistics ◽  
Relevant Factors

The aim of this paper is to review and analyse relevant factors related to the implementation of corpus linguistics (CL) in higher education. First we set out to describe underlying principles of CL and its developments in relation to theoretical linguistics and its applications in modern teaching practices. Then we attempt to establish how different types of corpora have contributed to the development of direct and indirect approaches in language teaching. We single out Data Driven Learning (DDL) due to its relevance in applied linguistics literature, and examine in detail advantages and drawbacks. Finally, we outline problems concerning the implementation of CL in the classroom since awareness of the limitations of CL is vital for its future success.

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