Be unwavering when it comes to doing the right thing. Manage conflict and polarity.
Conflict can be a good thing if you address it on time and in an objective manner. Conflict cannot always be problem-solved by closing the gap from A to B. Explore and engage in polarity management to address unsolvable problems. Over communicate during organizational change. Engage your direct reports by building trust and communicating continuously. Coach and mentor your team to empower them and help them grow as leaders.
Overcommunicate with as much transparency as possible when change is coming, is being implemented or has failed. Steer motivation, rewards and recognition. Ensure your organization differentiates between rewards and recognition. Establish separate rewards policies and procedures. Establish separate recognition policies and procedures. Revamp archaic policies and procedures. Review and revamp learning and development policies and procedures to ensure they are succinct, practical, implementable and value-adding. Engage your team to establish metrics to ensure learning and development procedures are measurable and can impact the bottom line.
Customer feedback was poor, and rework rates were high, especially at the interface between the front and back offices. Activities that could have been managed centrally were handled at local levels, increasing complexity and cost. Harmonization across borders—albeit a challenge given that the bank operates in many countries—was limited. However, the benchmark also highlighted many strengths that provided a basis for further improvement, such as common platforms and efficient product-administration processes.
To address the gaps, the company set the design principles for a target operating model for its operations and launched a lean program to get there. Each process was then optimized from end to end using lean tools. This approach breaks down silos and increases collaboration and transparency across both functions and organization layers.
Employees from different functions took an active role in the process improvements, participating in employee workshops in which they analyzed processes from the perspective of the customer. For a mortgage, the process was broken down into discrete steps, from the moment the customer walks into a branch or goes to the company website, until the house has changed owners.
In the front office, the system was improved to strengthen management, including clear performance targets, preparation of branch managers for coaching roles, and training in root-cause problem solving. This new way of working and approaching problems has directly boosted both productivity and morale.
dktrainingconsultancy.co.uk/scripts/map3.php The bank is making sizable gains in performance as the program rolls through the organization. For example, front-office processing time for a mortgage has decreased by 33 percent and the bank can get a final answer to customers 36 percent faster. The call centers had a significant increase in first-call resolution. Even more important, customer satisfaction scores are increasing, and rework rates have been halved. For each process the bank revamps, it achieves a consistent 15 to 25 percent increase in productivity. It is focusing on permanently embedding a change mind-set into the organization so that continuous improvement becomes the norm.
This change capability will be essential as the bank continues on its transformation journey.
When its new CEO, Dr. The company was still dealing with the postmerger integration of Barmer and GEK in and needed to adapt to a fast-changing and increasingly competitive market. It was losing ground to competitors in both market share and key financial benchmarks.
Barmer GEK was suffering from overhead structures that kept it from delivering market-leading customer service and being cost efficient, even as competitors were improving their service offerings in a market where prices are fixed. Facing this fundamental challenge, Barmer GEK decided to launch a major transformation effort. The goal of the transformation was to fundamentally improve the customer experience, with customer satisfaction as a benchmark of success.
At the same time, Barmer GEK needed to improve its cost position and make tough choices to align its operations to better meet customer needs. As part of the first step in the transformation, the company launched a delayering program that streamlined management layers, leading to significant savings and notable side benefits including enhanced accountability, better decision making, and an increased customer focus. Although Barmer GEK has strategically reduced its workforce in some areas—through proven concepts such as specialization and centralization of core processes—it has invested heavily in areas that are aligned with delivering value to the customer, increasing the number of customer-facing employees across the board.
We all remember Nokia as the company that once dominated the mobile-phone industry but subsequently had to exit that business. What is easily forgotten is that Nokia has radically and successfully reinvented itself several times in its year history. In , Nokia embarked on perhaps the most radical transformation in its history.
During that year, Nokia had to make a radical choice: continue massively investing in its mobile-device business its largest or reinvent itself. The device business had been moving toward a difficult stalemate, generating dissatisfactory results and requiring increasing amounts of capital, which Nokia no longer had. At the same time, the company was in a joint venture with Siemens—called Nokia Siemens Networks NSN —that sold networking equipment.
NSN had been undergoing a massive turnaround and cost-reduction program, steadily improving its results. These deals have proved essential for Nokia to fund the journey. They were well-timed, well-executed moves at the right terms. Right after these radical announcements, Nokia embarked on a strategy-led design period to win in the medium term with new people and a new organization, with Risto Siilasmaa as chairman and interim CEO.
Nokia set up a new portfolio strategy, corporate structure, capital structure, robust business plans, and management team with president and CEO Rajeev Suri in charge. Nokia focused on delivering excellent operational results across its portfolio of three businesses while planning its next move: a leading position in technologies for a world in which everyone and everything will be connected.
While organizations know that change is in their long-term interest, as Darwin explained, the short-term resistance, as Twain demonstrated, often prevents successful organizational change. Hinings ' Organization design types, tracks and the dynamics of strategic change '. However this has resulted in severe problems with morale and despite the cuts many departments within the NHS still remain in deficit. Van de Ven, A. Managing change in public organisations. So IBM could grow in mature markets but not explore new ones. Brown 'The P2 form of strategic management: corporate practices in the professional partnership'.
Initially, VF cut back its growth guidance to signal to investors that it would not pursue growth opportunities at the expense of profitability. Relentless Cost Management.
VF built on its long-known operational excellence to develop an operating model focused on leveraging scale and synergies across its businesses through initiatives in sourcing, supply chain processes, and offshoring. A Major Transformation of the Portfolio. Overall, this shifted the balance of its portfolio from 70 percent low-growth heritage brands to 65 percent higher-growth lifestyle brands. The Creation of a High-Performance Culture.