Abstract:
The achievement of radical process orientation is vital to the strategic
and operational integrity of organisations. However, organisations have a
dismal record of implementing process orientation, especially when it involves
radical organisational change. There is scant research to guide organisations
through the design and implementation of radical process orientation. Hence,
this research develops a model that provides insights into the achievement of
radical process orientation.
The research uses the interpretive mode to examine the achievement of
radical process orientation in two organisations. Therefore, the views of people
directly involved with the changes are important. A transparent trail of evidence
is established between the data and the theory developed from the data. These
cases provide rich data from which to build a model for the achievement of
radical process orientation.
The model suggests the need for radical process orientation be
consciously established and tentative criteria for doing so are provided. The
model focuses attention upon the nature and content of the changes that need to
occur, especially the realignment of organisational elements, such as ...s trategy,
structure and information systems, to a function and process orientation. It
proposes 'buy-in' from people be considered in relation to their acceptance of
the changes that actually need to occur and the changes they are willing to allow
to affect them. The model suggests that radical and evolutionary modes be
utilised to operationalise the issues that bring about the changes, and that people
be willing to implement these issues. It proposes that the roles of people that are
responsible for implementing the changes and people affected by the changes
are reciprocal.
This research challenges conventional thinking about the achievement of
radical process orientation, and provides fresh insights for the achievement of
radical process orientation.