The idea and the book behind the success

The book that solidified the principles underlying the XeP3 design and method

Transforming Organisations with Strategic Change

"Implementing Strategic Change" offers a powerful roadmap for transforming organisations into highly productive entities.

It is designed for board members and managers who recognize untapped potential in their organisations and for those leading businesses that need a catalyst for renewed action.

The book provides practical strategies to move beyond traditional approaches, enabling organisations to achieve unprecedented levels of efficiency and effectiveness.

“No organisation can deliver on better costs containment and productivity gains unless there is a concerted effort to properly manage the many interfaces in processes, across departments and throughout the enterprise.

This book is perhaps the first ever to explain how to do that really well for amazing results.”

— CEO, Australia and New Zealand Institute of Insurance and Finance

Addressing Process Waste and Inefficiencies

The book highlights the significant impact of process waste and inefficiencies, revealing that, on average, 33.6% of staff effort is wasted. This translates to about 1.6 days per week per employee, costing organisations $25,000 annually per employee. By identifying and eliminating "interfacing activities"—those undocumented, invisible tasks that hinder smooth process transitions—organisations can dramatically reduce waste and improve performance.

Evidence-Based Insights and Practical Solutions

Supported by extensive research involving 117 organisations, Bevington and Samson provide solid evidence and engaging anecdotes to illustrate their findings. They show that interfacing activities, which often go unnoticed, account for a significant portion of organisational inefficiencies. The book emphasizes the importance of documenting these activities and making strategic decisions to address the most critical issues, thereby enabling organisations to function more smoothly and effectively.

Implementing Interface Mapping for Strategic Success

A unique feature of the book is the concept of interface mapping, which involves detailed documentation and analysis of all activities within an organisation. This process not only engages staff but also ensures that all tasks are accounted for and prioritised. By closing the gap between organisational strategy and everyday processes, interface mapping enables organisations to achieve best-practice standards, reduce reliance on guesswork, and deliver strategic benefits more efficiently.

What people say about the book

“I rarely receive offers to sustainably free up 10 - 15% of staff capacity without a call on precious capital... Interface mapping has delivered on these promises in three different businesses for me and the staff have really bought into the improvements.”

— Managing Director, Product Strategy and Marketing, ANZ Bank

“Riveting content. It deserves to be recognised as the standard reference for any organisation wishing to achieve strategic alignment of its resources”

— Former Victorian Commissioner, Australian Securities and Investment Commission

“The book gives compelling evidence for focusing on the interface activities between teams... Barely a page went by without reminding me that in 45 years of working in the NHS we should have learned how to do this...... to save patients from harm, to empower our staff and to avoid wasting money and effort.”

— Specialist adviser to the Parliamentary Enquiry into Patient Safety and member of the National Clinical Advisory Team of the UK

The Authors…

  • Professor Danny Samson

    ACADEMIC LEADER

    a renowned figure in management at the University of Melbourne, is a key ambassador of XeP3. Co-author of "Implementing Strategic Change," Professor Sampson’s work builds on the academic foundations that same underpin XeP3, ensuring that the tool remains grounded in rigorous research and practical application.

  • Tom Bevington

    FOUNDER

    Tom is the founder of XeP3 and one of Australia’s best thinkers and leaders in delivering fast planning and deployment of strategically focused business process change.  He has international partner-level experience in management consulting with The Boston Consulting Group and AT Kearney.  He is co-author with Professor Danny Samson, Operations Management head at Melbourne University.