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Transitioning to Effective DOF Enabled by Collaboration and Management of Change 293

Table 8.1 Approaches for a New Corporate DOF Initiative
Category Attributes Pros Challenges

Top- Executive • Management • Bureaucracy delays
down management or endorsement implementation
central technology • Budget allocated • Lots of reporting
or IT plan a DOF • Good tech support “up the chain”
strategy for the from centralized • Central tech or IT
company and dictate functions solutions do not
its take-up. meet the practical
needs of assets
Bottom- Individual asset or • Fast-track projects • Budget
up business unit decides • Focus on exact • Disconnect with
to implement DOF needs and get quick other assets; hin-
components. value ders full integration
and consistency for
systems
Hybrid Business unit-driven • Projects driven by • Staying focused
strategy and needs of asset and • Integration across
supported by yet have endorse- assets
technology and IT ment, support and
functions; exec budget from exec
management may and central tech
endorse. functions
• Ensure corporate
standards rule so
multiple assets can
coordinate/inte-
grate systems

engineering and/or IT departments; (2) bottom-up: a business unit or asset
take initiative and demonstrate value on its production and this success gains
adherents throughout the corporation; and (3) hybrid: executive manage-
ment endorses DOF as a concept and provides some “seed funding” but
allows asset units to take initiative on pilot projects and implementation.
Whatever approach is taken in any given company, DOF implementation
requires careful planning. A hybrid (flexible) approach is often most effective
and illustrated with an example below. Table 8.1 summarizes these appro-
aches and some of the pros and challenges of each.

8.1.1 Planning a DOF Implementation
The flow chart (Fig. 8.2) provides a planning process that we have used in a
several companies with business units to facilitate the planning and