Foreword -- Preface -- Introduction -- Organizational impact of toxic interfaces -- The failure of strategic change -- Interfaces are not the problem -- Best practice using interface mapping -- Too good to be true? -- How much will this cost? -- Does it work in practice? -- 01 Business strategy - rigorous formulation, routine underachievement -- Objectives -- Introduction -- Only half a solution? -- Two parts to the strategy - an uncomfortable truth -- A need for a change in thinking -- Increasing criticality of managing interfaces -- Undocumented interfacing activities make up over 50 per cent of routine work steps -- Interfacing activities' invisibility -- Interfacing activities and strategic impact -- Century-old practices abound -- Summary -- 02 Strategic outcomes from best-practice management principles -- Objectives -- Introduction -- A complete set of management principles -- Understanding the management principles -- Link between best-practice principles and interfacing activity -- Using principles to achieve staff and management alignment -- Summary -- Appendix -- 03 Making the change needs obvious - the critical role of interfacing activities -- Objectives -- How it all started -- Exploring interfacing activity -- Mapping reality - the paradox -- Searching for an approach to mapping interfacing activity -- Documenting what really happens -- Importance of missing interfacing activities -- Confidence from interfacing activity data -- The management challenge quantified -- Summary -- Appendix -- 04 Interfacing activities, business strategy and business process innovation -- Objectives -- The need for strategic activity categorization -- Relating value-added activities to a strategic framework -- Support and core activities -- Relationship between core activity and noise -- Interfacing activity noise drives process innovation.

Noise as an indicator of potential -- Summary -- 05 Interface activity noise - the foundation of strategic change capability -- Objective -- The data -- A huge opportunity -- Outcome achievement -- Situational dependency -- Discretionary activity -- Summary -- 06 Increasing performance -- Objective -- Continuous improvement or strategic process alignment? -- Value revealed by interface mapping -- Difficulties in addressing noise -- Analysing noise drivers to achieve strategic outcomes -- Summary -- 07 Organizational 'genomics' - strategic process analysis focused on implementation -- Objectives -- Introduction -- Need for a new 'genomic' framework - summary -- The real issue with interface mapping -- Organizational 'genomics' -- How interface mapping meets the need -- Analysing and using interface mapped data -- Strategically defining business process change -- Summary -- 08 Principles by which leading organizations drive change -- Objectives -- Introduction -- Need for the deployment culture management principles -- Exploring the deployment culture management principles -- Contrasting approaches -- Multi-organization process management -- Summary -- 09 Using interface mapping to deliver performance -- Objectives -- Introduction -- Relationship between interfacing activities and the management principles -- Installing the principles and aligning business processes -- Conclusions -- 10 Staying on top: maintaining business outcomes -- Objectives -- Introduction -- Common approaches to business process change do not last -- Continuous, strategic business process alignment -- Interfacing activities continually change -- Up-to-date interface maps -- Essential features of an ongoing interface mapping programme -- Month 1 deliverables -- Determining change priorities strategically -- Delivery of the required changes -- Locking in the changes - BCIs.

The last step -- Conclusions -- 11 Definitions and an example of an interfacing mapping tool -- Definitions -- Interface mapping tool -- References and Literature Researched -- Index.