1. ORGANIZATION PROFILE
Patricia A. Darby
Walden University
Instructor: April Adams
Organizations, Innovation & Change-
EDUC-6105
February 24, 2013
2. Command Center Enrollment
Management Team
• To get our teams talking to more students,
more often
• To enroll more students
• To be more consistent and strategic about
what work we do and when we do it
7. About The Company
• Founded in 1995 • Mission: With more than
• The company culture stands 91,000 students, this
on pillars of integrity, company organization is one of the
responsiveness, Respect largest career education
Individuals, Innovation, companies that is attracting a
Excellence, Accountability, diverse demographic
Teamwork and Positive Energy worldwide. The mission
• Organization Structure: The statement is to help student
pillars of integrity dimension reach their goals by offering
allows students to have hands- Associate, Bachelor and
on experience and knowledge Master degrees
with highly selected faulty
with training/teaching
experience
8. Command Center
• A Command Center is a central • Yellow/Red Flag Emails:
location on the production • Director, and Senior Directors
floor where Directors have will be notified of:
visibility into the call flows • Breaks over 15 minutes
inbound/outbound grounded
in data. • Lunch over by 15 minutes
• The directors make decisions • Documentation over 15
based on this data and minutes
movement to assist in running • Campaign code- > 5minutes
the business. This could entail • Personal Line call for > 5
canceling meetings or moving minutes
lunches around to ensure that • Red Flag Emails:
the anticipated inbound phone
coverage can be managed • Breaks over by 30 minutes
• Lunch over by 30 minutes
• Unscheduled training
10. Who’s Who
Lead Contact information
Patricia Patricia@company.com
Dee Dee@gcompany.com
Mavis Mavis@company.com
Doug Doug@company.com
11. Working Toward Sustain-Mastery
Achieve
Mastery-
Innovation
Projects Worked On
Sustaining
Change
Organization-
Reframing
Leadership
Time Spent
12. Leadership Plan Implementation
• During all working hours
there will be a Real-Time
Analyst located on an open
bridge line (several
advocates monitoring) to
support the Directors on
duty and assist them with
assessing the situation, and
making correction course of
action that is needed
• Working offsite
• Technology requirements
improvement/training
13. Case Study
• Jeremy
– His first day after the new
innovations of change
implementation took
place:
– Mistakes made- being late
from lunch/breaks, and his
talk time was less than 2
hours. Yellow flag was sent
to him by email.
– Successes achieved
– The moral of the story:
action corrected
14. Reflection
• Define your challenges: what could have been
taken in consideration of new organization
changes
– Technological as well as personal
• Set realistic expectation
– Mastery is not achieved overnight
– Rewards
• Keep your eye on the goal
– Mentorship programs
– Mini Quad Teams
15. Resources
• Bazerman, M. H., & Moore, D. A., (2009).
Judgment In Managerial Decision Making
(7th ed.). Wiley: John Wiley & Sons, Inc
• Beach, L. R., (2006). Leadership and the Art of
Change. Sage Publication Inc.
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