Understanding the achievement of radical process orientation : an interpretive approach
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 strategy, 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.