By Raymond Papp
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The model is structured so that it is scaleable. As a result, it can be used both for the implementation of one module of Dynamics as well as for a more large-scale change process in which add-ons and customized solutions are realized in addition to Dynamics. This chapter deals with the complete thinking and working model and starts with the model itself. Then we discuss the process in more detail, that is, the business change and the change process. We conclude this chapter by dealing with the subject Business ChangeD.
Put another way: What effect does the bottleneck have on realizing the Business ChangeD? 3. Example of a list of bottlenecks Given the scale of many change processes, the number of bottlenecks can be considerable. To avoid not being able to identify the relationship of a particular bottleneck with the change at a later stage or being unable to find out whether a bottleneck has been resolved, we place the bottlenecks for each process in a group. 3 displays an example of a summary of bottlenecks.
Fig. 3. Three tracks Organizational Track The organizational track includes all activities required to realize changes in the company. When we look back to Fig. 1, where we discussed the subjects of practical and technological value, we can say that this track includes all activities that lead to the correct practical value of the Dynamics Solution, that is, that people are able and willing to work with the Dynamics Solution. We regard the organizational track as the soft side of the change process.