Page 132 - Managing Change in Organizations

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Techniques for a value-added organization
■ develop plans in support of strategies;
■ manage the asset portfolio.

Performance management
■ monitor and appraise performance;
■ manage external image and brand.

Resourcing
■ allocate resources;
■ agree service levels;
■ acquire new technologies, capabilities and people.
A primary cluster, however, would seek to achieve a flexible, delayered and business-
oriented approach delivering the following:
■ customer satisfaction;
■ competitive prices;
■ team work;
■ high-quality, integrated solutions;
■ ability to learn and to change;
■ provision of product/service with better functionality and value.

If the business operates internationally and for that purpose is organized regionally
into operating units, then there may be a need for business interface managers who link
the clusters to those operating units via ‘service agreements’ or contracts. These
managers would deliver the following:

■ act as account manager for the operating unit;
■ ensure that the operating unit’s needs are responded to in plans and pro-
grammes;

■ agree contract variations within agreed authority limits;
■ work with clusters to ensure ‘deliverables’;
■ leverage common technology interests of operating units to ensure maximum
benefits to company;
■ leverage best practice;
■ spend significant time in the operating units.
A support cluster such as an IT group might be tasked to deliver:

■ computing infrastructure;
■ data management and QA;
■ IT integration projects;
■ software integration platforms.

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