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Workflow Analysis and Management
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Added on 2020-03-16
Workflow Analysis and Management
Added on 2020-03-16
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Running Head: WORKFLOW ANALYSIS AND MANAGEMENTWORKFLOW ANALYSIS AND MANAGEMENTStudent’s NameCourseProfessor’s NameUniversity Date
WORKFLOW ANALYSIS AND MANAGEMENTOverall Change ProcessWhen strategic plans are formulated in an organization, it is sometimes hard to followthrough the whole framework without the analysis of strategy implementation, the evaluation ofthe process undertaken and management control of the same. In Diageo Company; a producer ofalcoholic drinks which include distilled spirits, experts came up with strategies that wouldinclude redesigning the whole Human Resource (HR) Operating Model, through incorporatingtechnology. The HR operations were to be improved since they had been found faulty andneeded an enhancement in proficiency. Apparently, it is impossible to enable strategyimplementation without analysis, control, and management because factors like cost will notchange unless they are analyzed and from this people can learn and make wiser decisions in thefuture.After experts’ analysis in 2003, Diageo was under pressure to increase profits, so it thenfocused on being more proficient. The HR department had to assess their operations; to pinpointpoints of weakness that could be enhanced through proficiency and to formulating animprovement plan. The Diageo HR Operating Model consisted of three phases: Service Delivery,Business Partners, and Global that were all centralized under Business Units. The HR groupdecided to take less focus on service delivery and to concentrate on business performance whichwould cause a 33% increase in resource allocation, which was initially 21 percent. It wouldcause the HR group to reduce its members from 436 to 297[CITATION Ata17 \p 22 \l 1033 ]. For the business partners’ phase, teams were categorized into ranges of knowledge likeprocess ownership. For the global phase, a control panel was formed to cater for changessuggested by the human resource team. After benchmarking Colgate, Unilever and five othercompanies, the HR team came up with a new operating model. The model comprised of thesingle connected strategy, the unrivaled global strategy, streamlined delivery and leadershipbehaviors (Rosa, 2016, p. 8). The new model tends to reduce the range of language difference, tosmooth costs and to recognize opportunities. The redesign of the HR operating model will lead tothe decrease in costs and at the end of the day, improve efficiency just as was the objective of thestrategy.
WORKFLOW ANALYSIS AND MANAGEMENTOn the technology part, there needed to be an implementation partner to implement thesingle platform. The Diageo Information Security team decided to partner with Accenture toorganize the SAP development, IBM which provided infrastructure and Deloitte which providedsystems incorporation of the original SAP enactment. However, Diageo team would encountersome constraints since when a technology agreement is signed by another partner, no alterationscan be done to the system[CITATION Ioa16 \p 15 \l 1033 ]. Hence without a partner, the HRteam would increase efficiency. With that in mind, the partnership was a setback for DiageoCompany.Lessons LearntFirstly, the Diageo HR group learned that selection of the best implementation partner isvital. The selection process entails identification of the company's key strengths, gaps, andabilities which in turn results in a choice of a partner that balances the company (Diageo, 2008).To ensure that the best partner is chosen, the team has to make sure that sponsorship is effective,it has to take time in defining the configuration, functions, and responsibilities. Also[ CITATIONDal16 \l 1033 ] the team has to guarantee that quantifiable deliverables and results delineatesuccess. Secondly, the primary driver for influence on budget and timelines is scope which mustbe well-defined and managed, and these changes require utmost attention [CITATION Bla13 \p26 \l 1033 ]. If the company is unable to define it precisely, it will face problems of loss ininvestments in a project that had money and time injected into it.Thirdly, technology does not end at the point of implementation. One should make surethat technology changes continue to be implemented. As the years go by, technologyadvancements continue to increase [CITATION Dia13 \p 46 \l 1033 ]. If the company does notembrace technology, then it is dangerous because it will continue to face challenges that comewith competition from companies of the same industry. Lastly, the team in charge of changes inan organization should put equal emphasis on process, system, and data along with the business,people and change management requirement.Managing ChangeTo manage the changes implemented, the HR team came up with Project Perfect Serve(PPS) which would be renamed later as First Serve after implementation of SAP. This group is
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