This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and
communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark.
The survey identifies key drivers and barriers to successful handling of strategic change
Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come.
The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results.
Change Management And Communications for Complex IT ProjectsJanaLee
Explanation of what Small Planet Works includes as part of "Org Change and Communications" for a large, complex IT project. Also an explanation of why these "people issues" are a critical success factor for IT projects.
As companies grow, they need to organize and manage an increasingly wide array of special projects. Over time, they have accomplished this by setting up Project Management Offices (PMOs) and charging them with making sure projects are successful in driving improvements and implementing change within the organization. Today, PMOs are commonplace at all levels of the enterprise. But, as the pace of change continues to accelerate, some struggle to keep up.
- See more at: http://isg-one.com/related-case-studies-detail/how-does-the-project-management-office-keep-up#sthash.QI8rkXSV.dpuf
This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and
communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark.
The survey identifies key drivers and barriers to successful handling of strategic change
Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come.
The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results.
Change Management And Communications for Complex IT ProjectsJanaLee
Explanation of what Small Planet Works includes as part of "Org Change and Communications" for a large, complex IT project. Also an explanation of why these "people issues" are a critical success factor for IT projects.
As companies grow, they need to organize and manage an increasingly wide array of special projects. Over time, they have accomplished this by setting up Project Management Offices (PMOs) and charging them with making sure projects are successful in driving improvements and implementing change within the organization. Today, PMOs are commonplace at all levels of the enterprise. But, as the pace of change continues to accelerate, some struggle to keep up.
- See more at: http://isg-one.com/related-case-studies-detail/how-does-the-project-management-office-keep-up#sthash.QI8rkXSV.dpuf
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
Good communication starts from within - workshop giving an introduction to ch...Ann Pilkington
This session was an introduction to managing communication on change projects. It was delivered on the second day of Apeiron Communication's conference "Good communication starts from within"
Benefits Management in Health and Care part 1: Identify and map target benefits
presented by Kevin Parry FAPM
Thursday 24 October 2019
Write up newstory page
URL: https://www.apm.org.uk/news/benefits-management-in-health-and-care-part-1-identify-and-map-target-benefits/
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
A communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
In this presentation, we review social media efforts in the healthcare industry, the five different stages of social media programs and what healthcare organizations can do to set themselves up for social media success.
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
Good communication starts from within - workshop giving an introduction to ch...Ann Pilkington
This session was an introduction to managing communication on change projects. It was delivered on the second day of Apeiron Communication's conference "Good communication starts from within"
Benefits Management in Health and Care part 1: Identify and map target benefits
presented by Kevin Parry FAPM
Thursday 24 October 2019
Write up newstory page
URL: https://www.apm.org.uk/news/benefits-management-in-health-and-care-part-1-identify-and-map-target-benefits/
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
A communication plan as a change leader to help manage communication about organizational change for the organization used in the Organizational Change Process Learning Team project.
Communication Plan for Pearson Education as part of an ongoing learning team project to promote organizational change within the company. Completed as part of a graduate assignment with the University of Phoenix.
An Insight into Internal Cross Functional Stakeholder Engagement. References from Online data & my professional experience of 14 Years in various roles
In this presentation, we review social media efforts in the healthcare industry, the five different stages of social media programs and what healthcare organizations can do to set themselves up for social media success.
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
Why do companies need to manage the entire customer experience? New analysis reveals that the entire customer journey - the series of interactions with a brand - is more important than any single touchpoint experience. Leading companies identify and effectively manage a few "key journeys." When companies perfect managing the entire customer journey, they reap significant benefits—including enhanced customer and employee satisfaction, reduced customer churn, increased revenue, lower costs, improved organizational collaboration, and competitive advantage. Presented at the Harvard Business Review webinar. For more on customer decision journeys: http://mckinseyonmarketingandsales.com/topics/customer-decision-journey
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
Strategic Public Sector Governance The Critical Role of Comm.pdfabhijitakolkar1
Strategic Public Sector Governance
The Critical Role of Communication for Change Management Sponsors Change management
sponsors are the executives or senior leaders with authority to drive change forward in an
organization. Active and visible sponsorship tops the list of key contributors to successful change
initiatives. A global leader in change management, Prosci has studied these contributors in all 11
editions of its Best Practices in Change Management report, and sponsorship came out on top in
every single one. Sponsorship is so important that it beat out the second contributor (a structured
change management approach) by a 4:1 margin in the most recent report. We cannot overstate
the role change management sponsors play in effectively managing change in organizations. They
are responsible for building support, enlisting help from other leaders and motivating change
participants. Purposeful and consistent communication is the tool sponsors must use to provide
context for the change and bring employees on board. Employees and leaders are far more likely
to engage in a change when they understand what it means to them and why its necessary.
Ineffective sponsors often rush through change, failing to facilitate understanding and build
support through frequent and clear communication. Communication considerations for change
management sponsors The purpose of employing communication as one of the key areas of
change management is to disseminate information to the intended group of people. There are
many forms of communication channels available within an organization including employee
portals, newsletters, emails, static and non-static media as well as face to face communications.
Many organization misunderstood the change communication as a process of mediating instead of
intermediating. To have effective communication, information needs to be interpreted and
reinterpret them into ideas and processes that are easy to understand, thus applying the mediating
technique. While using the communication channels, its best to incorporate latest technologies
albeit social network and video conferencing to enhance outreach to employees. However,
although it is the management's decision to establish any means of communication channels
deemed effective, one must avoid a typical top-down and one way conduits approach while using
these communication facilities to avoid a breakdown in communication. Communication helps
change management sponsors explain the vision for the change to create necessary buy-in.
Sponsors that adopt the following communication practices can better articulate the why, what and
so what of the change, increasing the chances that employees will understand and activate the
behaviors needed for success. 1. Communicate the why People, by nature, are resistant to
change. They first need convincing that the change is important and worth the energy it will take to
implement it. Beehives change model of choice, identifies 2. Awareness as th.
ACTION PLAN2Running Head ACTION PLAN1Introduction.docxnettletondevon
ACTION PLAN 2
Running Head: ACTION PLAN 1
Introduction
An action plan is a very important tool in as far as strategic management is concerned. This is because it reveals the course of action that will be undertaken in order to achieve the ultimate goal of any given project (KU Work Group for Community Health and Development, 2018). In this case, the action plan described will be used to identify the steps needed to complete the plan, the individuals responsible for incorporating changes, the specific timeframe for completing specific steps in the project and finally the resources necessary to complete each step. More importantly the action plan will provide a communication channel connecting the audience and stakeholders of the project. All these are summarized in the table below;
Table Action Plan
Action
Resources
Time allocated
Responsible person
Deadline
Build 5 more Restaurants
Land
Buildings
Furniture and Fixtures
Machinery
1 year
CEO
In 1 financial year
Increase Advertising to three major platforms
Funds
Social Media Platforms
Workforce
2 weeks
Marketing Manager
Sales Manager
Two weeks after opening
Introduce new food items on the menu
Food Suppliers
Kitchen Equipment
1 week
Restaurant manager
Within a week
Increase sales force by 10 people
Wages
Recruitment Team
1 week
Marketing Manager
Sales manager
Within a week
Grow market share by at least 4%
1 year
General Manager
Sales manager
By the end of the current financial year
Improve shareholder relations
Relationship Manager
1 year
CEO
General manager
Relationship Manager
In the course of the financial year
Communication
(
Feedback
)Communication is very important when it comes to working as a team to achieve a specific goal. From the action plan designed above, it is clear that there are several players responsible for specific roles. For this particular case, communication will follow a particular chain of command represented by the following hierarchy:
(
Information
)
As indicated by the arrows, information is expected to flow from the CEO to the teams responsible while feedback flows in the opposite direction.
Reference
KU Work Group for Community Health and Development. (2018). Developing an action plan. In Community toolbox (Chapter 8, Section 5). Retrieved from http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/develop-action-plans/main
CEO
Sales Manager
General Manager
Marketing Manager
Sales Team
Marketing Team
General Staff
Running head: PROCESS IMPROVEMENT PLAN 1
PROCESS IMPROVEMENT PLAN 2
Topic
Course
Name
College
Date
Process Improvement Plan
The company that I plan to utilize is the McDonald’s. McDonald’s is a firm that operates in the fast-food restaurant industry suggesting that it has so many projects and processes that it conducts durin.
HS 3073 Health Promotion Program Planning Project Draft PazSilviapm
HS 3073
Health Promotion Program Planning Project
Draft Report Guidelines
This course focuses on the design of effective health education/promotion programs to promote the health
and well-being of individuals and communities. You are allowed to work in teams of no more than 3
members, or submitted your project individually. Each team /project will complete 2 draft reports – each
composing a portion of the entire program planning process. These draft reports will be revised to
compose the Final Program Planning Project Paper, which is due at the end of the semester.
Note: This project is a reflection of the work accomplished by each team if you chose the team option.
Failure to contribute a fair share of the workload to the project reflects a lack of professionalism and
integrity and could result in removal from the team and/or a loss of points. I expect each student to be
a strong, contributing team player.
Content and Format Specifications
1) Document Format: Submit each draft report as a Word document.
2) Typing Requirements: The length of each report will vary, depending on the required contents. Use
12-point font and double spacing; set margins at 1 inch on each side (top, bottom, left, and right). Be
sure to include page numbers. See the APA Publication Manual (6th ed.) for guidelines regarding
tables, figures, graphs, and appendices.
3) Content: Draft reports must include the content specified for each of the sections listed in the
guidelines. Use headings/sub-headings to delineate content for each section.
4) Writing Mechanics: In order to be an effective planner, you need to be a clear thinker and writer.
Therefore, writing mechanics matter. I will deduct points for writing errors, such as misspelled
words, sentence fragments, run-on sentences, disorganized thoughts, lack of flow, etc.
5) Formatting and References: All in-text citations and the reference list must adhere to APA format.
Also, tables, figures, and appendices should be formatted according to APA. See the APA Publication
Manual (6th ed.) for details. Be careful not to plagiarize.
6) Cover Page: Each draft report should include a cover page with the following information:
➢ Draft Report #[report number]: [Report Title] Example: Draft Report #1: Needs
Assessment & Community Partner
➢ Key Health Issue & Target Population
➢ Student Names
➢ Course Number and Title
➢ Semester
➢ Date Submitted
DRAFT REPORT #2
STAKEHOLDERS, SUPPORTERS, & MARKETING
MISSION STATEMENT, GOALS, & OBJECTIVES
Key Leaders/Stakeholders and Supporters
➢ Identify key leaders/stakeholders who would be involved in decisions and actions related to
the selected health issue. These stakeholders can be leaders within the community and/or
members of agencies/organizations that serve the priority population.
➢ Each team will interview one stakeholder.
➢ Briefly describe whom you interviewed and the information ...
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
1Change Plan and Coalition BuildingWEEK 2Walden UnEttaBenton28
1
Change Plan and Coalition Building
WEEK 2
Walden University
MGMT 6140: Initiating and Managing Change
September 18th, 2021
Change Plan and Coalition Building
Introduction
Positive improvements that may be made in my present company include reducing the sales department's passivity in guaranteeing fast, accurate, and thorough accounting and boosting receivables collection. Turnover balances are prioritized to reduce legal responsibility and exposure to bad debt.
The five-star luxury hotel company for which I work is renowned in the hospitality sector for providing excellent customer service and beautiful experiences via opulent rooms and gourmet services. As an accounts receivable manager, I help my firm manage its revenue stream by ensuring that systems in place satisfy both visitor expectations and the company's financial requirements in line with standard operating procedures. A team of department heads, middle management, and supervisory employees assist the general manager, who also serves as executive director, in operating the institution.
My firm's sales department is in charge of providing our services and ensuring that a documented sales agreement exists between our company and our clients that precisely describes the terms of the agreement to eliminate misunderstandings and disagreements. When setting up customer accounts, I use this sales agreement as a reference tool to ensure that we have a clear grasp of client expectations and the services we have agreed to offer, which protects us against unreasonable requests and circumstances beyond our control (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). Our customers can choose their payment schedules, which must be completed in full and on time 72 hours before the event date, following our standard 100 percent pre-payment policy. A payment method on file, most commonly in the form of a credit card, is required to ensure contractual payment commitments are met. This payment plan must be included in the contract.
This has never been the case, however, because agreements have consistently failed to include the payment methods specified during the sales phase, forcing the meetings and special events department to pursue payments in addition to their other responsibilities, such as attending to the details of the events to ensure their success. As a result, violence and miscommunication between these two groups occur regularly. This position, which the sales department manufactured, is a ticking time bomb for the company, putting it at risk of future disaster, which might have legal and financial consequences if not addressed swiftly (The Heart of Change: Real-Life Stories of How People Change Their Organizations, 2002). This complacency can be attributed to the lack of a substantial and viable tragedy and our previous success in collecting on our collections, which solidifies the ancestral root of this complacency. This recognized ...
A Generic Organizational Change Plan Outline (Based upon Kotter’s Pe.docxrobert345678
A Generic Organizational Change Plan Outline (Based upon Kotter’s Perspective for Transformation)
I. Introduction
II. Executive Summary/Purpose/Goals
a. Include recognition of the need for change
b. Recognize need for a plan
III. Actions/Steps/Events that will Establish a Sense of Urgency Given the Organizational Culture
a. Analyze current and/or future market and competitive realities
b. Identify the opportunities and/or threats driving the need for change
IV. Actions/Steps/Events taken to Form a Powerful Guiding Coalition
a. Identify the key players needed to advance a change effort
b. Define the selection, structure, and relational characteristics of the team
V. Actions/Steps/Events to Create a Compelling Vision for Change
a. Create a vision for directing the change effort
b. Determine point A (where the firm is currently) and point B (where the firm desires to go)
c. Develop a timeline for the change journey
VI. Actions/Steps/Events to Effectively Communicate the Vision
a. How will communication take place? In what format and communication channel? (i.e., in person, by e-mail, by division, by focus groups, publicly, privately, etc.) How often and/or on what timeframe?
b. Who will be involved? How will they be selected? How will they be involved?
VII. Actions/Steps/Events to Manage Resistance to Change
a. Education and communication
b. Participation and involvement
c. Facilitation and support
d. Negotiation and agreement
e. Manipulation and co-optation
f. Explicit and/or implicit coercion
VIII. Actions/Steps/Events to Empower Others to Act on the Vision
a. Removing systems or structures that hinder the change project
b. Encouraging risk-taking and nontraditional ideas
IX. Actions/Steps/Events to Plan and Create Short-term Wins
a. Create visible performance improvements
b. Acknowledge and reward employees involved in improvements
X. Actions/Steps/Events to Consolidate Improvements and Produce More Change (i.e., advance the change project)
a. Use credibility from early successes to change additional systems/structures that do not fit the new vision
b. Develop employees/recruits who can implement the new vision
XI. Actions/Steps/Events to Institutionalize the New Approaches
a. Articulate the link between new behaviors/processes/structures and organizational success
b. Develop actions to ensure leadership development
XII. Actions/Steps/Events to Reevaluate Change
a. Evaluate critical success factors as control measures
b. Analyze the environment to determine if point B is still appropriate
Page 1 of 2
MGT 597 – Organizational Change PlanningWinter Mini 2021 - 2022
Organizational Change Case Scenario
Rural Bank, Inc. (RB) is a $5 billion financial services organization. For the past 50 years, RB has focused exclusively on the lending of money to farmers and ranchers for the purchase of land and equipment (tractors, cotton pickers, etc.). They operate solely in Texas and have an office in every county within t.
Similar to Right place to start change - Mckinsey (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Right place to start change - Mckinsey
1. 1
N O V E M B E R 2 0 11
Finding the right place to
start change
When implementing an organization-wide transformation, focus
your efforts on the most connected employees to help generate
momentum and accelerate impact.
Marco Gardini, Giovanni Giuliani, and Marco Marricchi
o r g a n i z a t i o n p r a c t i c e
2. 2
Changing an entire large organization is never easy; only about a third of all such
transformations succeed. One problem many organizations run into as they implement
a change program is faltering momentum because employees just don’t change the way
they work. Sometimes they don’t want to, and sometimes the reason is a poorly structured
plan that makes change harder. Our recent experience at a European retail bank shows
the benefits of starting to implement change by focusing on the employees who have the
most influence over the daily work that needs to change. This approach can ensure that a
successful transformation happens faster and that employees remain engaged in the long
term.
That’s what eventually happened at a national bank, which had more than 6,000 branches
and was facing increasing competition from local banks that were perceived as more
attuned to local-customer needs. In an attempt to close the gap, the bank developed a new
organizational model that was designed to remove layers of centralization and supervision
and give branch managers much more authority to tailor bank offerings, marketing, and
other promotions to local interests. The bank’s top managers rapidly communicated
to the whole staff the principles behind the new organizational model and the model
itself, including how roles, such as those of branch managers and their supervisors, were
supposed to change. The top managers did this through a series of road shows, along with
other traditional methods, such as memos, articles on the bank’s intranet, and a stand-
alone publication that featured all the new organizational charts. Everyone received the
same information, and everyone was expected to adopt the new model at the same time.
When the top managers assessed progress a few months later, they realized that most
employees simply hadn’t changed how they worked. For example, the new structure
simplified how credit decisions were made: branch managers were supposed to send
their recommendations directly to the final decision maker (one of a series of committees
with the autonomy to authorize different levels of credit) instead of through several
intermediate intervening layers (as many as five, depending on risk). But the managers,
afraid of making mistakes or annoying colleagues in the intervening layers, were still using
the old structure. What’s more, the regional-level supervisors of the branch managers now
weren’t supposed to tell branch managers what to do—instead they were to act solely as
coaches, but neither the supervisors nor the managers had made this change successfully.
Many supervisors didn’t have the skills they needed to coach, and many branch managers
similarly didn’t have the skills they needed, such as time planning and communications, to
run things on their own.
3. 3
The bank’s leaders realized that they didn’t have the right model for delivering a
transformation: they were seeking to change too much at once instead of scaling up after
seeing how the new methods worked in practice.1 Knowing the bank needed a different
approach to reach its goal of greater local autonomy, it decided to shift focus to the
employees who could facilitate change the fastest.2
Starting change in the middle
Who were those people? The bank’s leaders looked at three criteria:
• Which roles have a direct, substantial impact on the desired business results?
• Which roles are connected with a large number of different subgroups in
the organization?
• Which roles can decide how people get the relevant things done?
Our experience with a range of organizations shows that it can be tricky to identify the
right pivotal role for a given change program. For instance, you might think that regional
managers or branch supervisors would have been the logical choice for the bank, but they
weren’t, because they didn’t have a direct impact on daily activities in the branches. That
meant they couldn’t affect results directly and arguably lacked the credibility they needed
with frontline employees to drive change.
In other industries, the pivotal role can vary widely: in power generation plants, for
example, maintenance supervisors are the people to focus on, while in retail sales of
petroleum products, it’s the service station manager, and in retail apparel, the store
manager. And these aren’t always the seemingly logical choices: in retail apparel, for
instance, you might think of sales clerks as pivotal because they have direct interactions
with customers and influence sales. But sales clerks typically don’t influence other
employees and don’t interact with their companies outside their own shops.
The European bank found that its branch managers were the people to focus on because
they had the right combination of managerial impact and local control to meet the
program’s goals. So senior executives decided to revamp their top-down rollout process
and to reorganize their plan for managing change—communications, timing, and
capability-building efforts—so that it focused on the 6,000 branch managers. The
1
For a full look at what’s involved in developing and implementing successful change programs, including how to choose
the right way to scale up, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,”
mckinseyquarterly.com, June 2011; and “Taking organizational redesigns from plan to practice: McKinsey Global Survey
results,” mckinseyquarterly.com, December 2010.
2
This focused approach is consistent with the findings of another McKinsey survey, showing that when influence leaders in an
organization were engaged with change programs, those programs were almost four times as likely to be considered successful;
see “What successful transformations share: McKinsey Global Survey results,” mckinseyquarterly.com, March 2010.
4. 4
bank later restructured those activities for all the other roles, so that employees could
understand what was being asked of them in light of the changes the branch managers
were making. In this way, the bank could still reach out to 2,000 more senior managers
and 30,000 more branch employees but from a point with greater leverage.
For example, instead of creating a single program designed to change employees’ mind-
sets and behavior in order to make them more customer focused, the bank developed
upward of 20 programs, each focused on the specific needs of a different role. For branch
managers, the training process began with sessions that explained exactly how the new
organizational model would affect them. Then they discussed the overall commercial skills
they would need, such as how to determine which products or services mattered most to
their local customers; credit and asset-management capabilities; core principles of quality
and customer satisfaction; and practices such as managing people, communications, and
handling conflicts to make sure they’d be able to put the new approach to work. The bank
also created an online community where branch managers could discuss common issues
related to these changes.
Not until branch managers were able and ready to change (six months later) did the bank
focus on encouraging their employees and supervisors to change as well. The content of the
programs was specifically tailored to address the particular needs or priorities of different
roles (for example, the regional-level supervisors were taught collaborative leadership and
commercial planning). Similar alterations were made at all stages of the change program.
This approach created a substantial risk for the bank. The leaders were asking branch
managers to make fundamental changes in how they worked, by adding a new focus on
customers and self-management—and all this in an environment where others weren’t
embracing a new way of working. The branch managers were concerned that their
colleagues would continue to avoid change or perhaps become even more hostile as they
were forced to accept it. The bank addressed this issue by including in its revamped change
program a focus on building individuals’ self-esteem and their trust in the company. It did
so by discussing with them their careers and their connections to the bank, by providing
coaching about their development, and by helping them understand how branch managers
had gained responsibility and autonomy as a result of the reorganization. The latter,
particularly, had a very positive impact on the managers’ perception of the overall change
initiative.
Eighteen months later, relationship managers (branch managers’ lieutenants and the
employees with the closest direct relationships with customers) were able to spend 30
percent more time with customers because of the newly streamlined process, which in
turn improved the bank’s sales effectiveness, increasing the number of products sold per
branch by 15 percent. The time spent making credit decisions fell by 25 percent. Customer
responsiveness to marketing campaigns more than doubled. And a national survey showed