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Fear of the Unknown Future The Ear Technologies Story
Ear Technologies The Value of Listening A Virtue of Obedience
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
5% - 10% can be helped medically or surgically. (This would include cochlear implants.)
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).
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)
“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
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
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
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
If no action is taken, Ear Tech will… Other ENT doctors incorporated
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
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
-- 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!
will they have an interesting role, what will their future be?
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.
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
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
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
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
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
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
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
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.