Week 11 Discussion Post Indiana Bureau of Motor Vehicles
The Indiana Bureau of Motor Vehicles is about how a culture changed that occurred within a motor vehicle agency. The transformation from a despised government agency to becoming a customer focused retail process. “The bureau was considered the worst, because of extensive wait times, poor customer service and rampant fraud.” The key reason why the service level remained poor at a visible government agency was because the agency failed to put the customer at the center of the business.
Governor Daniels had to establish a sense of urgency. He knew that the key element in organizational change is the people, and that he had to use the model to transition process. Importantly, customer satisfaction is the center of the entire operation and that every business process flows from that fundamental objective. Leading organization changes starts with the recognition of need as well as identifying the targets for change. The process has to entail framing, reframing and hand-picking the right change interventions. The central idea is that change cannot be done in an isolated manner as outlined in the McKinsey 7S change framework. Governor Daniels had to get the people involved who understood retail. He formed a guiding coalition; the mission was to transform the BMV into a full-service retail experience. In order to get the retail right, “the Customer Service Management team“was to track customer visit times in order to prioritize the customer experience. “As in any given year the BMV handles approximately 13 million transactions which include (registering vehicles, drivers’ records, branch visits and web site visits. traffic.” He also had to communicate his vision, as making changes will create resistance. “He consolidated some operations and shutting down unwanted locations, which created a “fire storm and