Change Management with the Aid of a Generic Model for Restructuring Business Processes

Abstract

In the last few decades, the Slovenian business environment has experienced a number of transitions, market, political and financial changes. Companies, which failed to incorporate these changes into their strategies, quickly fell into difficulties or went into liquidation. Managing change is of key importance if companies or organisations want to remain competitive. As a means of support companies can employ various approaches, techniques, tools and models; these, however, are not always adapted to the needs -deriving from the strategy and the environment -or the type of the company, especially if these are small or medium-sized enterprises. This article presents the concept of a generic model for managing changes. Based on simulation, this model will support the management of small and medium-sized enterprises in detecting problems, defining solutions and implementing necessary changes in business processes. With the developed model a simulation of changes in balance sheet data for sales and the profit achieved was carried out, the goal of increasing sales defined and the limits set. The model offered seven opportunities which have all been commented on appropriately. By utilising this model, a static company changes into a dynamic one capable of quick restructuring whenever necessary.

Fostering Alliances with Customers for the Sustainable Product Creation

“…New products are the driving force of progress, they create enthusiasm among consumers, dedication and a better climate in the company; in every industry, their development is crucial, as the company ensures continuous growth of its industry as well as the economy [14].…”

“…• Shorter product life cycles-boosting innovation • Personalization of customer needs • Rapid market changes due to globalization • Creation of new business forms and more complex, fast-changing technologies [14] New products are development factors that achieve the goals of a society for a better quality of life; they precisely coincide with the goals of the society that ensures the business systems existence.…”

Methodologies for process harmonization in the post-merger integration phase

“…Jochem et al (2011) stated that knowledge-intensive business processes cannot be automated or standardized at all because the value-creating knowledge has its origin in the participant executing a process. Being competitive depends on the ability of a company to transform its key business processes into strategic capabilities for a continuous better delivery than the competitor (Vedenik and Leber, 2015).…”

“…A fulminant change can affect an organization as a whole or only certain segments in a company (Vedenik and Leber, 2015) like a single process or team. In the case of a merger, the entire organization is affected.…”

“…That includes the areas of M&A, restructuring, outsourcing, restorations, cost reduction programs and business process optimization (Doppler and Lauterburg, 2008). Change management approaches focus on assisting an organization to achieve its goals which cannot be reached with the existing organizational structure, functioning and client servicing and to minimize any adverse effects that changes made, coming along with well-thought-out planning and implementing, involvement and consultation of affected employees (Vedenik and Leber, 2015). It is essential to involve the people and trigger a willingness to change (Zink, 2007), since a change always touches both, company level and the individual level of employees (Kamiske and Brauer, 2011).…”