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BPI Policy/Regulation Changes – Design Details Phase

Blog: Biz-Performance, David Brown

BPI Policy/Regulation Changes – Design Details Phase


  • Assessment of how internal policies or external regulations/legislation will have to be changed or created to enable the implementation of the preferred business solution. This deliverables also identifies the original intent (explicit or implicit) of the current policy or regulation/legislation, and defines the benefits and risks associated with its alteration.

Client Value

  • Policy changes are frequently the most potent enablers of new business mechanisms. They provide the clear “permission” from senior sponsors to change behaviour.        
  • Without pro-actively addressing the need for policy changes, the client will face the greatest source of resistance, that is, the employees underlying efforts to hold on to long-standing, often self-imposed rules.    


Required changes to policies/regulations/legislation are documented in an ongoing list, as they arise during discussions at any phase of the transformation exercise. However, a majority are identified during the close scrutiny of the ‘As-Is’ and ‘To-Be’ process mapping workshops.
  1. Develop a ‘long-list’ of policy, legislation and regulation issues that may affect or be affected by the proposed business solutions. (This list is based on information collected over the course of the project to date.)
  2. Analyze the full extent of policy issue impacts.
    1. Identify the original (historical) intent of the policies/regulations on the     long-list, the implications of changing them today (in relation to the original intent), and the nature of the change.   
  3. Draft a policy change plan based on the findings of the focus group sessions.    
    1. Highlight for each policy:       
      1. The original intent of the policy/regulation/legislation.
      2. Whether or not it must be changed to enable implementation of the new business solution.
      3. Quantifiable and intangible benefits, costs and risks associated with changing the policy.
      4. The nature of the required changes; who must take action; and what steps are required to ensure success.   



  • Policy constraints are frequently identified during process-mapping workshops. Determine for each policy hurdle whether it is a ‘show-stopper’ or whether modifications are imaginable.

Tactics/Helpful Hints

  • Conduct policy analysis through interviews or workshops involving key stakeholders (e.g. senior management, individuals who would be most affected by the change and customer representatives).
  • Changes to policies are usually incorporated in changes to procedures, and if required, may lead to the revision of external application forms, brochures outlining service standards, etc. These may turn into Quick Wins.
  • Policies may be developed by ‘functional’ areas (e.g. Finance, HR, Information Systems). For example, if the workflow is dependent upon information systems, then policy changes are typically developed in conjunction with the system development activities. Review all policy changes at a corporate level to ensure that they follow a continuous flow through all business processes.    


  • Since changes to regulations and legislation are typically implemented through long-term lobbying efforts, plan these early, as they may need a long lead time.
  • Involve a specialist on policies, regulations/legislation from within the organization in analysing and modifying the “wording”

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