Business Transformation Management Methodology

by Axel Uhl, Lars Alexander Gollenia

Overview

This book provides an integrative Business Transformation Management Methodology, the BTM², with an emphasis on the balance between the rational aspects of transformation and the often underestimated emotional readiness of employees to absorb and accept transformation initiatives.

The BTM² is a response to the limitations of single methods and management approaches that have always been adopted separately from each other. Comprising four phases - Envision, Engage, Transform, and Optimize - the methodology integrates discipline-specific technical and methodological expertise from transformation-relevant subject areas. The BTM² provides guidance and support for transformation projects by bringing together the disciplines of Meta, Strategy, Value, Risk, Transformational IT, Program and Project, Organizational Change, Business Process, and Competence and Training Management. While Strategy, Value, and Risk Management set the course for a business transformation, the other disciplines enable the transformation process. The Meta Management discipline is a novel approach that aims at orchestrating the application of all BTM² disciplines. It incorporates topics such as business transformation culture, values, and communication, as well as formal and informal structures and roles needed for a successful transformation approach. Additionally, a wide range of theory is discussed to help understand the phenomenon of transformation with new insights from case studies that helped to develop the methodology that is offered here.

The BTM2 was developed by the Business Transformation Academy (BTA). The BTA is an innovative think tank that manages an interdisciplinary Thought Leadership Network operating under the auspices of the Business Transformation Services of SAP. For the purpose of creating this holistic methodology the BTA brought together 33 international thought leaders from various management disciplines. The result is a '360-degree' view on what business transformation means and how to manage it successfully. Therefore, this handbook is intended for C-level executives, reflective managers and consultants, and those with an academic interest in change and transformation management.

Product Details

ISBN-13:	9781409483984
Publisher:	Ashgate Publishing Ltd
Publication date:	10/28/2012
Sold by:	Barnes & Noble
Format:	eBook
File size:	8 MB

About the Author

Axel Uhl is Head of the Business Transformation Academy and a member of the Business Transformation Services Leadership Team within the Services Division of SAP. Dr Uhl is a professor at the University of Applied Sciences and Arts Northwestern Switzerland. Prior to joining SAP, he held senior management positions at Novartis, KPMG, DaimlerChrysler and Allianz. He has a PhD in Economics, and Master degrees in Business Administration, Educational Sciences and Information Technology.

Lars Gollenia is Head of the global Business Transformation Services at SAP and a member of the SAP Services Delivery Executive team. Lars is the co-founder and sponsor of the Business Transformation Academy, a leadership network comprising leading academics and selected executives. He has held positions in the management consulting space. Gollenia is a Graduate in Business Administration from the Friedrich-Schiller University of Jena, Germany and studied economics and international management at Harvard.

Axel Uhl; Philip Stiles, Paul Stratil; Dominic Houlder, Daniel Schmid, Michael von der Horst; John Ward, Thomas Rennebaum , Stephan Amling; Brent Furneaux, Tomasz Janasz, Thomas Schild, Roberto Klimmek; Jan vom Brocke, Martin Petry, Thomas Gonser; Robert Winter, Philipp Gubler, Felix Wortmann, Andreas Elting, Werner Schultheis, Oliver Kohnke, Sebastian Reiche, Ernst Balla; Christoph Pimmer, Jürg Haefliger, Florian Blumer; Michael Rosemann, Jan Recker, Norizan Safrudin, Ronald Marketsmueller; Michael Brandenburg , Robert Günther.

Table of Contents

Contents: Preface; Introduction, Axel Uhl; Meta management, Philip Stiles, Axel Uhl and Paul Stratil; Strategy management, Axel Uhl, Dominic Houlder, Daniel Schmid and Michael von der Horst; Value management, John Ward, Thomas Rennebaum and Stephan Amling; Risk management, Brent Furneaux, Tomasz Janasz, Thomas Schild and Roberto Klimmek; Business process management, Jan vom Brocke, Martin Petry and Thomas Gonser; Transformational IT management, Robert Winter, Philipp Gubler, Felix Wortmann, Andreas Elting and Werner Schultheis; Organizational change management, Oliver Kohnke, Sebastian Reiche and Ernst Balla; Competence and training management, Christoph Pimmer, Jürg Haefliger and Florian Blumer; Program and project management, Michael Rosemann, Jan Recker, Norizan Safrudin and Ronald Marketsmueller; Case study: Motor Stars - implementation of a global HR system in an automotive company, Christoph Pimmer, Axel Uhl, Michael Brandenburg and Robert Günther; Lessons learned from the business transformation case studies, John Ward and Axel Uhl; Appendices; Index.