Business Process through change continued
Prepare Phase -- Build a case for change
o Forces for change include:
Leadership needs more relevant feedback about their experience from customers to inform decision-making
The company’s pay-for-performance philosophy provides incentive for people to meet or exceed objectives
The current customer survey process has not produced significant increases in customer satisfaction despite the significant time and effort expended
o Forces against change include:
Unknown level of project support from supervisors and managers
Potential that vendor will be unable to deliver the system on time and/or to requirements
Natural resistance to organizational change
Customer apathy or reluctance to participate in surveys (critical)
Timing of project implementation. Spring is a difficult month for a variety of reason... ( this included the selling off of the company)
The Direct phase includes the following:
o Visioning
o Activity Planning
o Congruence Worksheet
o Decision-making Responsibility Chart
o Communication Plan
The Execute phase is leadership in action. It involves implementing plans supported by visible and active leadership.
o The implementation plan timeline – a comprehensive Work Breakout Structure is maintained by the project manager
o Coach leaders to make the vision real – change leadership expectations are built into performance reviews. RVPs (regional Vice Presidents) will be leading off the training at each site and will be provided with talking points. This step will continue to be refined.
o Assuring that resources are allocated appropriately
o Help control the process to reduce surprises
The best-laid plans still need fine-tuning once a change is implemented. Determining if the change is being implemented effectively and if course corrections are needed are the goals of the Assess phase. By evaluating the current status of the change, the team may decide that future plans need to be modified in order to be optimally effective or to suit an environment that has changed from what was previously planned for. This phase also provides an opportunity to learn from experience and be better prepared for the next change effort.
o Outcomes Checklist – The purpose of this checklist is to determine which business outcomes to measure as a way of assessing the overall success of the change effort. The measurements answer the question of whether the business goals were met as a result of the change.
o Post-implementation pulse survey – Survey a randomly selected group of handlers, supervisors and managers to get a sense of how things are going and what emerging change management challenges may need to be dealt with.
o Implementation Success Measures Review – Conduct this review with members of the project team and, potentially, the RVPs. The intent is to gather peoples’ impressions about the implementation of the change; what went well, did we do what we said we would, etc.
**********************
As you can see the level of detail to put a project like this into action is incredible. The project was important enough for the company to implement. But as mentioned above the bank that I was working at did not have the capital to stay in bsiness and was bought ought by a larger bank.
http://www.lds.com/index.asp . (2008, 12 02). Retrieved 12 02, 2008, from http://www.lds.com : http://www.lds.com/index.asp
Wood, S., Wise, M., Flach, G., & Chute, R. (1996). Customer Loyalty Project . Cincinnati : n/a.