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On becoming a process‐enabled organization: How to seed a culture of quality in a postacquisition environment
Author(s) -
Parker Charles
Publication year - 2009
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20306
Subject(s) - process (computing) , quality (philosophy) , process management , organizational culture , business , marketing , computer science , public relations , political science , epistemology , philosophy , operating system
Misaligned processes and disparate cultures can plague M&As for years after the deals close. As this case study illustrates, a practical yet inexpensive approach can drive process improvement and quality in a transition‐weary, cost‐wary organization through organic bottom‐up and top‐down change. The author discusses a model of process evolution in organizations and the potentially disruptive effect of M&As, particularly successive deals. He then describes a relatively simple statistical method for assessing process quality; its successful application in a postacquisition environment; and organizational considerations, including influence models and the role of sponsors and champions, for shepherding an organization toward greater process quality and rigor. © 2010 Wiley Periodicals, Inc.