Changed plan eti revised

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combined from Toothsie and Tong's slides

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  • Steps in a force field analysisDescribe the present situationDescribe the desired situationIdentify where the current situation will go if no action is takenList all the forces driving change toward the desired situationList all the forces resisting change toward the desired situationDiscuss & interrogate all of the forces : are they valid? Can they be changed? Which are the critical ones?Allocate a score to each of the forces using a numerical scale (e.g.1 is weak & 10 is extremely strong)Chart the forces. List the driving forces on the left. And list the restraining forces on the rightDetermine whether change is viable & progress can occurDiscuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strenght of the driving forces.Remember that increasing the driving forces or decreasing the restraining forces may increase or decrease other forces or even create new ones.
  • What is your vision for the change effort/Rationale for the vision
  • Discuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strength of the driving forces.
  • Discuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strength of the driving forces.
  • The best method of communication is for each manager to communicate a well-prepared change message and accompanying support material to their direct reports. This process should start at the top of the organization and be followed at each level. As a result, most people will first hear the change message from their boss and be able to ask questions, and then be forced to understand the message well enough so they can communicate it to their team members - and answer their questions. In this way, a single message and accompanying support material can be communicated throughout the organization.

Transcript

  • 1.
  • 2. MixedNutz Productions
  • 3. Change Plan
  • 4. Fear of the Unknown Future
    The Ear Technologies Story
  • 5. Ear Technologies
    The Value of Listening
    A Virtue of Obedience
  • 6. EAR TECHNOLOGIES PHILIPPINES INCORPORATEDest 2004
    Corporate Officer
    Chairman – Edwin M. Cosalan, MD
    Pres/COO – Jerry Agerico B. Rosario, MD
    Secretary – Sme Juancho Estrella, MD
    Treasurer – Louie V. Medenilla, MD
     
    Board of Director’s
    Orlando Del Rosario, MD
    Carlos Dumlao, MD
    Julio Eming, MD
    Edgardo Pormento, MD
    Gerardo Mario Tolentino, MD
     
    Member/Stockholders
    Loreto Balanon, MD
    Armando Bonifacio, MD
    Emily Estaris, MD
    Merla Floresca, MD
    Jose T. Jose, MD
    Florencio Jude, MD
    Ronnie Mamaril, MD
    Leonardo Mangahas, MD
    Bernice Padalla, MD
    Pedro Patao, MD
    Joecel Joyce Reyes, MD
    Mary Jane Tipayno, MD
    Frederick Mars Untalan, MD
    Zenaides Wi, MD
    Ear Technologies Hearing Aid Center
    Exclusive distributor of Siemens Hearing Instruments in Northern Luzon
    Five (5) branches:
    Baguio City (SM City Baguio) 2004
    Dagupan City 2005
    San Fernando, La Union 2006
    Tarlac City 2007 (closed 2009)
    SM Pampanga 2008
    Laoag City 2010
  • 7. The birth of Ear Technologies
  • 8. The FOUR Pillars of ENT North Luzon
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14. Treatable Population
    • 5% - 10% can be helped medically or surgically. (This would include cochlear implants.)
    • 15. The remaining 90% - 95% can significantly correct their hearing loss with hearing aids. Hearing aids can not totally restore hearing, but they can make a big difference in improving the quality of life for people with hearing loss.
    Source: Better Hearing Institute (1999). Number of Persons Using Hearing Devices by Age of Person and Type of Device. (online). Available: http://www.betterheading.org/faq.htm (June 2, 2000).
  • 16.
  • 17. Ear Technologies LAOAG
  • 18. Ear Technologies PAMPANGA
  • 19.
  • 20. Ear Tech is really making money!
  • 21. So why the change…?
  • 22. Organizational Diagnosis
  • 23. Present situation at Ear Tech…
    complacency
  • 24. Problems
    NO MISSION / VISION
    Purely came together for business
    NO FORMAL ORGANIZATIONAL STRUCTURE
    No clear delegation of duty
    Operations controlled by self appointed COO
    NO GOALS
    NO CORE VALUES
    NO STRATEGIC PLAN FOR THE FUTURE
    for profit only
    short sighted plans -(ex. tarlac branch)
  • 25. McKinsey 7S Framework
    Shared values
    • Financial success ;
    • 26. To be the major distributor of hearing aids in Northern Luzon
    Strategy
    • To setup satellite hearing aid centers in key areas in Northern to distribute and sell the product.
    • 27. For profit orientation only
    Structure
    • Centralized operations managed by one board member
    Systems
    • System is controlled by one board member.
    • 28. No defined systems of operations.
    Staff
    • Increase turnover rate.
    • 29. High overhead cost.
    Style
    • Hierarchal, follows “seniority rule.”
    Skills
    • Available skills set of people, but under utilized because operations is managed by one board member.
  • 30. Misalignment…
    Environment is changing
  • 31. “I paved the way. Kung walaako, wala din kayo dito…”
    “we are earning, we have enough money. That’s already ok..!”
    “we are the first ENT group outside MM, tayo pa din angnauna..”
    “what we’re doing now is effective, maintain..!”
    The FOUR Pillars of ENT North Luzon
  • 32. vision for the change effort
  • 33. RATIONALE
    COMPLACENCY
    boards contented with profit
    boards leave all operational duties to one; trusts the annual reports without verification efforts
    URGENCY TO INSTITUTIONALIZE FOR THE FUTURE OF THE CORPORATION
    for long term sustainability of the business
    for potential growth and expansion
    readiness for competition
  • 34. INSTITUTIONALIZE
    Need to plan for the future of company’s sustainability
    Need to re-establish and re-orient company to visualize their desired future state
    Need to re-organize and re-engineer company systems (human and non-human)
    Need to ensure succession of management
  • 35. vision for the change effort
    • What is your vision for the change effort/Rationale for the vision
    • 36. Redefine organizational culture
    • 37. Competitive business processes
    • 38. Adaptive to the changing physical environment
    • 39. Modify job design / responsibilities of staff
    • 40. Standardized Staff skills / knowledge and policies / procedures
    • 41. Maximum company benefits
    • 42. maximize business potentials
    • 43. Lead the untapped market
    • 44. evolve to a different level in Ear tech’s their life cycle
    Decentralization & delegation of responsibilities
  • 45. vision for the change effort
    • Redefine organizational culture
    • 46. Competitive business processes
    • 47. Adaptive to the changing physical environment
    • 48. Modify job design / responsibilities of staff
    • 49. Standardized Staff skills / knowledge and policies / procedures
    • 50. Maximum company benefits
    • 51. maximize business potentials
    • 52. Lead the untapped market
    • 53. evolve to a different level in Ear tech’s their life cycle
  • Need to plan for the future of company’s sustainability
    Need to re-establish and re-orient company to visualize their desired future state
    Need to re-organize and re-engineer company systems (human and non-human)
    Need to ensure succession of management
  • 54. If no action is taken, Ear Tech will…
    Other ENT doctors incorporated
  • 55. stakeholder analysis
  • 56.
  • 57.
  • 58. 4 Pillars
    COO
    ENT Board Members
    Supplier
    ENT Society
    Customers
    Other ENT/ New ENT
    (non-members)
    Staff
  • 59. Force Field Analysis
  • 60.
  • 61. Force Field analysis
    Hindering
    forces
    Driving forces
    PRESENT
    STATE
    FUTURE
    STATE
    4 PILLARS
    +5
    RE-ORGANIZATION
    RE-ORIENTATION
    RE-ENGINEERING
    URGENCY FOR
    INSTITUTIONALIZATION
    COO
    +4
    ENT Investors/
    Other Board Members
    +3
    ENT Investors/
    Other Board Members
    +2
    +1
    STAFF
    +1
    CUSTOMERS
    New ENT/non-members
    Supplier
    Total Driving Force: 3
    Total Hindering Force: 13
    ENT SOCIETY
  • 62. Desired PLAN for Ear tech (if and when)
    Redefine organizational structure
    Competitive business processes
    Adaptive to the changing physical environment
    Modify job design / responsibilities of staff
    Standardized Staff skills / knowledge and policies / procedures
    Maximum company benefits
    maximize business potentials
    Lead the untapped market
    evolve to a different level in Ear tech’s their life cycle
  • 63. Forces driving change
    • 1. increasing # of new ENT doctors
    • 64. 2. increasing demand of customers
    • 65. 3. tougher competition ahead
    • 66. 4. Increase # of stores/branches
    • 67. 5. New ENT doctors who are business oriented
    • 68. 6. New technology
    • 69. are they valid? Can they be changed? Which are the critical ones?
  • Forces restraining change
    1. poor communication channels
    2. worn out business processes
    3. increase staff turnover rate
    4. obedience
    are they valid? Can they be changed? Which are the critical ones?
  • 70. Is the change viable?Can progress occur?
    YES!
  • 71. Driving forces vs restraining forces
    • Increasing number of new ENT doctors
    • 72. Increasing client demand
    • 73. Increase # of stores/branches
    • 74. Tougher competition ahead
    • 75. New ENT doctors who are business oriented
    • 76. New technology
    -- encourage more ENT doctors to practice in the North!
    -- more ENT doctors – more patients
    --- convince the mngmt that there is competition soon!
    -- other ENT doctors may set-up a similar business
    -- convince them that new technology is easier & it increases sales!
  • 77. Driving forces vs restraining forces
    • Poor communication channels
    • 78. High staff turnover rate
    • 79. Has not been done before
    • 80. Obedience!!
    • 81. Encourage more meetings
    • 82. HR training
    • 83. New things are here to stay
    • 84. Obedience is good; teamwork is better!!
  • Interventions
    What this is fundamentally & why?
    How would you go about implementing your intervention
  • 85. Communication Plan
    • Key messages – materials that you might use & how you will be communicating your messages
    • 86. when do you communicate?,
    • 87. what do you communicate?,
    • 88. how do you communicate?
    • 89. will they still have a job after the change
    • 90. will they maintain their rank,
    • 91. will they have an interesting role, what will their future be? 
    • 92. People will have new questions to be answered, and new ideas and understandings of the intermediate and final states will be developed. In response, people have to be kept up-to-date with actual and future states, and answers given to their questions.
    • 93. Use of flowcharts
    • 94. Provide feedback
    • 95. Face to face communication
    • 96. No emails, no memos
    • 97. Do all your position or role descriptions have 'communication' as a key responsibility?
    • 98. Do your managerial performance agreements or contracts include 'communication' as a key result area?
    • 99. Are managers recognised for communicating well and counselled or penalised for not communicating?
    • 100. Are staff at all levels encouraged and supported to give critical upward feedback?
    • 101. Does your organisation see training as one of your key communication channels?
  • Interventions
    • Communicate need or urgency for change to four pillars, other board members, and those who need to be informed of the planned change.
    • 102. Find allies that will help in the change movement.
    • 103. Lay a ground work of strategies for the change that the group can build on.
    • 104. Team building of members, management, and staff.
    • 105. Peer and management evaluations.
    • 106. Staff reorientation of policies and staff training for better performance and customer service.
    • 107. Do strategic planning.
  • Communication Plan
    SEND A CLEAR MESSAGE: Need to institutionalize for company sustainability. Why? Threat from competitors who can capture or overtake the company in the future due to its continued complacency.
    Face to Face/ One-on-One Discussions
    Board meetings
    Focus Group Discussions
  • 108. FACE-TO-FACE/ONE-ON-ONE DISCUSSION
    WHO: Four Pillars, Board Members who are considered MOVERS or SHAKERS
    WHERE: Over dinner, over a round of drinks, over a camaraderie and bonding moment event
    WHY: Can be powerful allies for the change
    Strategic Approach: Empirical Rationale
  • 109. BOARD MEETINGS
    WHO: All Board Members and Involved Management Members.
    WHERE: Function Room/Board Room
    WHY: To propose FORMALLY of the planned change
    Strategic Approach: Empirical Rationale/ Normative Reeducative
  • 110. FOCUS GROUP DISCUSSION
    WHO: Management staff and employees and other non-board member ENT doctors
    WHERE: Clinics/Satellite clinics/Conventions/ Round Table Discussions
    WHY: For feedback and evaluation of current practices, Eliciting suggestion for future improvement of company and its services
  • 111. MONITORING THE CHANGE
    • Public relations
    • 112. % of press releases that are picked-up by media
    • 113. Average number of media that pickup story per press release
    • 114. Sales & Marketing
    • 115. % of recected patents
    • 116. Human Resources Training
    • 117. % of training courses that match organizational requirements
    • 118. % of training courses that match organizational requirements
    • 119. % of HR budget spent on training
    • 120. % of attendees at training sessions
    • 121. % of employees who are willing to recommend company as employer
    • 122. Documents
    • 123. Average frequency of updates of documents
    • 124. % of duplications/document variations
    • 125. Corporate
    • 126. % of directors that own shares in the company
    • 127. Percentage of directors that own shares in the company.
    • 128. Level of industry expertise of new board members
    • 129. Frequency of senior manager branch tours
    • 130. Demonstrates high priority to safety.
    • 131. Key Performance Indicators (KPI of KPI’s)
    • 132. % of KPIs that are automatically measured
    • 133. % of KPIs that do not reflect business goals
    • 134. % of KPIs within set objectives % of measured KPIs
    • 135. Improvement & Innovation
    • 136. Percentage of goals accomplished from most recent strategic plan.
    • 137. Delay in production of financial reporting
    • 138. Frequency of compliance reviews
    • 139. Average number of quality checks vs. target
    • 140. Percentage of strategic objectives achieved
    • 141. Percentage of strategic objectives achieved within a given period. Depends on annual or pluri-annual management plan high-level objectives.
  • MONITORING plan
    Passing of Board Resolutions (for final decision) and implementation of resolutions.
    Regular Board Meetings with specific goals stated in the agenda.
    Key performance indicators for management staff and employees
  • 142. MONITORING plan
    Succession plan
    Closure
  • 143. MONITORING plan
    INSTITUTIONALIZED CHANGE
    Mission - Vision in place
    Strategic Plans for Short and Long-term Goals
    Formalized Organizational Chart
    Defined Job Descriptions for Employees
    MONITORING plan
  • 144. MONITORING PLAN
    FEEDBACK
    ITERATION AND UPDATING OF COMMUNICATION STRATEGY
    EVALUATION MECHANISMS IN COMMUNICATION STRATEGY
    PURPOSE OF COMMUNICATION VIS A VIS PHASE OF THE PROGRAM: obtaining buy-in, commitment to change, lessen resistance, reduce anxiety, ensure clarity of objectives, share information/vision, challenge the status quo
  • 145. SUMMARY
    For ETI to be ready for the future, and to be a competitive institution, it should recognize the URGENCY for CHANGE through OPEN COMMUNICATION among board members and initiate the desired plan for change.