Change and leadership

If the reengineering constitutes a radical change in the way of understanding and carrying out the processes, this implies considering reengineering as a revolution. Like any revolution, it is guided by revolutionary leaders whose goals become the future conservative leaders. Leaders who defend the achievements obtained by them, becoming prey to their own paradigms, which, although they were useful for a certain moment and environment, do not correlate with the existing changes over time. Generating a change and then sticking to it leads organizations to great dangers. That is why the new leaders, the leaders of the future must be imbued with the idea of reengineering as a permanent revolution. This does not imply the generation of chaos, but rather to manage a process of change that, starting from a thawing of the existing norms, will generate a change and then freeze again (stabilize) the new norms, to pass with time and given the existing changes or the need to generate them , to repeat the unfreezing process - change - freezing. This is intimately related to the new need, highlighted by knowledge management, of possessing the imperious capacity to unlearn and relearn. In this new era, the ability to manage change, not just anticipating it or reacting to it, but generating it is not only fundamental but crucial. And it is in this management of change that plays a special importance the use of reengineering as an instrument and method designed to generate, react or adapt quickly and effectively to them.

That is why, starting in the 1990s, leadership theorists have proposed a role for leaders that is more in line with the requirements of changes driven by total quality and reengineering projects. The skills required for leadership by counseling include:

Ability to contact and empathy.
Ability to advise.
Ability to push others.
Skill as a trainer
Ability to confront and challenge.

Thus, every leader should initiate contacts with other people, instead of waiting for them to initiate it; make those who approach him feel welcome; show respect for others and establish open two-way communication with them; develop a total understanding of the person's problems; help others find their own solution to the problem; identify what others need to know; help them obtain the competence and technical understanding they require; help them increase their learning pace; help them develop a commitment to continuous learning; encourage them to put to the test the knowledge they have acquired; clarify the performance expectations of others; talk about execution problems in concrete terms; highlight the possibility of improving in the future; challenge others to accept more difficult tasks; and develop concrete strategies to improve the performance of others. This type of leadership called relational is enriched with a new and powerful approach according to which the attention should not be placed on the leader as such, but on the team with which the leader interacts. This promotes the total development and growth of those who make up the work groups.

Essential aspects

In order to radically improve the processes and activities of the company, the following fundamental aspects must be taken into account when reengineering:

Put in the creativity and not in the technology the base to generate the changes.
Use this creativity in order to simplify the processes. Technifying processes without simplifying them will only mean making the same mistakes but more quickly; and at a higher cost.
Question the existing paradigms, verifying their correspondence and usefulness for the present and future of the corporation.
Make use of technology in the most creative and efficient way, avoiding in this way the overinvestment of resources.
Adopt a focus on processes as opposed to functional approaches.
It should be considered as part of the company not only those who provide services in it, but also who are the beneficiaries of their products and services, and who act as suppliers.
Focus attention on the enrichment of the activities and processes that generate added value for final customers, reducing and eliminating those that do not generate it.
Implement both teamwork, empowerment, and participatory management, achieving in this way the increase in quality, productivity and flexibility, as well as flattening the organizational structure. A high performance team takes care not to exclude anyone who can contribute something to the project or process under their responsibility, in all stages of the administrative or productive process.
Implement the Rapid Learning Organization as a way to accelerate changes and promote innovation.
Encourage and achieve the full and active participation of all staff in order to eliminate resistance to change and accelerate the process of implementing the changes. Organizations that undertake reengineering programs must open spaces for participation, which is an essential requirement for them.
Raise awareness at all levels of the company about the need to recreate and reconfigure processes and systems, in order to recover, preserve, obtain and / or expand competitive advantages.

By: Derrick Corea

Re-Engineering Services
Generate the change in the form of leadership and motivation, in such a way that they accompany both the changes in the environment and the new way of approaching the processes.

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Submitted On May 16, 2018. Viewed 68 times.

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