...Organizational Change Plan – Part I The definition of organizational success is critical, though extremely difficult to define. Sharma (2009) states, “The success of any organization is reflected upon by its performance which is in turn highly dependent upon its strategies” (p. 7). To identify a strategy of successful performance, it is important to have an understanding of the desired the level of performance. With regard to individual performance and performance evaluation metrics, my current work unit is lacking and struggles to report accurate data for how an employee performance evaluation relates to units of service as well as error percentage. In the current state, there is not a single system solution to collect data therefore causing a painstakingly manual process to collect any form of data metrics. This organizational change proposal will identify the need to develop a comprehensive strategy of employee evaluation using the balanced scorecard approach. This performance management strategy will define the necessary performance tools for a successful implementation while ensuring the performance evaluations defined by the strategic goals governed by the institution. Need for Balanced Scorecard Identified According to the current job description, the sole responsibility of work unit staff is for the review of submitted laboratory samples, requisitions, and pathology reports for accurate and timely accessioning of patient and testing information into the...
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...What makes a company a successful Company? These 14 traits show up again and again when examining the reasons behind business success. Company culture: Culture is defined as the "integrated pattern of human knowledge, belief and behavior that depends upon man's capacity for learning and transmitting knowledge to succeeding generations." For successful companies, culture is about attracting and hiring the people who would be most successful in that specific organization. And it's about driving the behavior that makes the company successful. Strong companies have a strong "can do" culture which encourages people to get the job done. They don't say "we can't" but prefer to say "how". Encouraging this culture come from the company literature, through verbal communications and the expectations of employees. Customer service: Simply defined, customer service means taking care of your customers. Many companies integrate customer service into their business culture through training and the design (and frequent redesign) of relevant business processes. In most cases, the business plan dictates how they will provide quality customer service. They live the customer service. The industrial societies of yesteryear have been replaced by the service society. Thus, customer service is hugely important in attracting and maintaining customers. Successful companies treat customers well, resolve their issues quickly and fulfill their promises. Behavior “Culture drivers”/ Values: As the owner...
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...The Heart of Change Appealing to the Heart, Not the Mind Excerpted from The Heart of Change: Real-Life Stories of How People Change Their Organizations By John P. Kotter, Dan S. Cohen Buy the book: Amazon Barnes & Noble HarvardBusiness.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-4672-9 4673BC This document is authorized for use only in GMBA-EN-BL_Abr2015_A1 - Strategy Implementation by Pedro Guillermo Ruiz, IE Business School from January 2016 to January 2017. Copyright 2008 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter Introduction of The Heart of Change: Real-Life Stories of How People Change Their Organizations, copyright 2002 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@harvardbusiness.org, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide.You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016...
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...GOALS AND OBJECTIVES OF ANY STRATEGY IS AN ILLUSION. DISCUSS 1.0 INTRODUCTION Every business organisation exists for the purpose of fulfilling certain goals and objectives as outlined by them. The fulfillment of these goals and objectives may bring benefits to the organisation and to various stakeholders such as shareholders, customers, the general public, the government, etc. In order to implement these goals and objectives in a systematic and orderly manner, management must evolve a game plan to do this. This game plan is known as strategy. According to the Oxford Pocket Dictionary, strategy is defined as “the art of war especially, the planning of movements of troops and ships into favourable positions, plan of action or policy in business” Scholes & Johnson (2001) also define strategy as “the direction and scope of an organisation over the long term; which achieves the advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of the markets and to fulfill stakeholder expectations” Thompson & Strickland (1998) also generally define strategy as competitive moves of business approaches to produce successful performance. It is management’s game plan for: * running the business * strengthening the firm’s competitive position * Satisfying customers * Achieving good business performance * Position a company in its chosen market In effect, without strategy the shaping of an organisations...
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...to late introduction of new products to the market. This has lead to the need to perform change and innovation by developing and establishing a protocol that will aid the company in releasing new product in a timely and efficient manner. Our current process of new product manufacturing requires a change in protocol in order to allow our organization to become more efficient and successful. To develop this new protocol, the help of key stakeholders will be required. I will require the stakeholders to meet twice a week for one hour every meeting, for a total period of three months to develop such protocol. The following report will describe the below points: * Challenges, Transition Process & Change strategy * Hierarchy of Needs Analysis, Implementation Analysis, Loss Management * Successful Implementation and Celebration Strategies Our company is currently facing tough economic times. We cannot afford to continue losing market share to our competitors due to inefficient manufacturing processes when introducing new product to the market. I believe that this project will be a milestone for the company which encompasses the mission of exercising continuous improvement towards excellence. Table of Contents Executive summary 2 1. Part A - Challenges, Transition Process & Change Strategy 4 1.1. Challenges 4 1.2. Transition Process 5 1.3. Change Strategy 6 2. Part B - Hierarchy of Needs Analysis, Implementation Analysis, Loss Management 7 ...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...translate its merchandising strategy wholesale to another country and succeed? If not, why not? Wal-Mart cannot translate its merchandising strategy wholesale to just any country. It has to be willing to adapt its strategy to the local culture and the local buying patterns, etc. For example, where Wal-Mart was successful (China and Mexico), it adapted to meet the needs of the local shopper. In Mexico, Wal-Mart hired local managers to help it find ways to adapt to the local culture and to better meet the needs of local shoppers, it provided smaller stores that people could walk that were stocked with more fresh produce. In China, Wal-Mart redesigned meat packaging and offered live fish that the buyer could net and take home for dinner that day. This practice made Wal-Mart more appealing to the Chinese shopper because they prefer fresh meat and fish. In the countries in which Wal-Mart failed (Germany and South Korea), it failed to adjust its discount strategy that had previously worked but did not appeal to the local shoppers. The shoppers in Germany and South Korea preferred to shop at rival stores that stocked higher quality merchandise. Potentially Wal-Mart might have succeeded in these countries had it been willing to stock some higher quality merchandise; however, this would be counter to the strategy that has proved to be so successful for the company otherwise. 2. Why do you think Wal-Mart was successful in Mexico? Wal-Mart was successful in Mexico is because it...
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...Six Disciplines and Secrets to Successful Strategy Execution | Book Review | | Introduction: Gary Harpst was one of the founder and CEO of The Lord’s Business Inc.(TLB), aka Solomon Software, very popular software back in the 80's and early 90's when the PC industry was very young. He grew his business from startup to achieve great success, finally selling the company to Great Plains Software (since purchased by Microsoft) for a hefty sum (Bergin Tim, An Interview with GARY HARPST). Gary’s book, “Six Disciplines Execution Revolution: Solving the One Business Problem That Makes Solving All Other Problems Easier” was published in July 2008. In Six Disciplines Execution Revolution, Harpst details the elements of a complete strategy execution program, explains why it could only have happened now, and clarifies why such a program will become a mainstream requirement for successful small and midsized businesses in the future. Summary: According to Harpst, excellence is the enduring pursuit of balanced strategy and execution. Strategy requires choosing what promises to make to all stakeholders and a roadmap for delivering on those promises. Execution requires getting there, while overcoming unending surprises. Excellence is a journey – not a destination. A business excellence model tells organizations as to how they should operate relative to the two dimensions of strategy and execution. (See figure 1, Exhibit 1) Quadrant I: Strong Strategy/Weak Execution: In this quadrant...
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...com/BUS-490-WK-8-Quiz-7-Ch-7-All-Possible-Questions-BUS4907.htm BUS 490 WK 8 Quiz 7 Ch. 7 - All Possible Questions 1) Effective strategy formulation can usually guarantee successful strategy implementation. 2) Strategy formulation is the managing of forces during the action, whereas strategy implementation is the positioning of forces before the action. 3) Strategy formulation requires coordination among a few individuals, but strategy implementation requires coordination among many. 4) It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy implementation). 5) Unlike strategy formulation, strategy implementation varies considerably among different types and sizes of organizations. 6) A bottom-up flow of communication is essential for developing top-down support. 7) Annual objectives are key components in the strategic-management process because they dictate how resources will be allocated. 8) Horizontal consistency is more important than vertical consistency in developing annual objectives. 9) Undesirable conduct such as distorting the records can be a result of overemphasis on achieving objectives. 10) Policies refer to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals. 11) Strategies clarify what can and cannot be done in pursuit of an organization's objectives. 12) Not allocating resources according...
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...necessary mind shifts for implementing strategy”, Business Strategy Series, Vol. 10 Iss: 3 pp. 167-172. Permanent link to this document: http://dx.doi.org/10.1108/17515630910956589 Statement of the problem: Successful Implementation of strategy. Summary of Article: Leaders tend to think that once you designed a strategy it can be performed and succeeded. A strategy should be implemented to make it worth. Thinking differently and doing things differently to get different outcome. When crafting strategy is complete, leaders think that things are now simpler. It is the role of the leader to design strategy and assist in implementation, rather than to delegate it. Many leaders undermine the implementation which will affects negatively on the strategy due to poor execution. When a new strategy is made, people respond in four different ways, which are indifference, resistance, disbelief and support. Three groups concerning responds to new strategy were made; 20 % of the first respondents being saboteurs (resister of new change), 60% Groupies (fence sitters) and lastly Mavericks (those who welcome change). Leaders come up with very good strategies but they may be implemented wrongly, hence they will not be successful. When the strategies are launched, there is no motivation drive to those who are supposed to implement the strategies. At times there is no clear communication to the subordinates who are who should perform the execution of strategy. Effective communication should...
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...| STRATEGIC CHANGE MANAGEMENT | FINAL ASSIGNMENT | | Abin | [Pick the date] | | Introduction: Life Insurance Corporation of India established in 1956, is the one and only public sector insurance company in India. There were many small insurance companies and provident societies worked at that time, merged together to form LIC of India. It has got wide and huge network of Insurance agents and distributors which made them popular amongst the most remote areas of India. As it belongs to public sector, it is the most trusted insurance company in India. Since 2001, LIC of India was the monopoly power in Insurance industry on India. In 2001, private insurance companies are allowed to enter the insurance sector in India. But LIC tried to maintain its market leadership through renewing and transforming its strategy. Its huge presence in both urban and rural markets is their major core competency. The products if LIC are very simple and customer friendly, so that even illiterate people could understand the policy through explaining. Its products are mainly concentrating on all the needs and demands of the customers such as, protection, life cover, savings, investments, endowment plans, women plans, child plans, micro- insurance plans etc. The major subsidiaries are LIC housing finance, LIC Nepal, LIC Lanka, LIC International, BSC etc. (www.myinsuranceclub.com). The intervention of more than 20 private insurance companies such as Bajaj Allianz, ICICI Prudential, HDFC...
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...A RESEARCH STUDY TO DETERMINE THE REASON CHANGE MANAGEMENT HAS A 70 PERCENT FAILURE RATE by Craig W. Johnson A research project report submitted to the faculty of Brandman University in partial fulfillment of the requirements for the degree of Bachelor of Arts in Organizational Leadership December 2012 TABLE OF CONTENTS Page Abstract 3 Introduction 6 Statement of the Issue 6 Background 6 Purpose 7 Research Questions 8 Significance of the Study 9 Conclusions 9 Literature Review 10 Research Question 1 10 Research Question 2 16 Research Question 3 23 Conclusions and Recommendations 26 Conclusions: Research Question 1 26 Conclusions: Research Question 2 28 Conclusions: Research Question 2 29 Recommendations 31 References 33 Abstract The purpose of this paper is to review current information on the reasons and circumstances why change management projects have a 70% failure rate. Since change management projects are perceived, planned, approved, communicated, and implemented within organizations at an alarming rate, it is important to reveal individual and group interests behind the ideologies of change management. This research provides insight into the characteristics of management, management’s approach to effective communication, the politics, power, and ideologies of change management implementation, the behavior of organizations...
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...1. Southwest’s Strategy and its Business Focus Southwest’s strategy involves: providing low airfares, short haul, point to point flight, only using Boeing 737, no international flights, one class seating, no meals or movies on flights, and fast turn around times for airplanes. Additionally, Southwest prides itself on delivering positively outrageous customer service (O’Reilly & Pfeffer, 1995). In fact, if Southwest were asked the question, “what business are we in” its most likely response would be, “we are in the business of providing excellent customer service.” For example, Southwest capitalizes the word “Customer” in all of its corporate communications in order to show how important their customers are (O’Reilly & Pfeffer, 1995). Another example is a Southwest employee offered to take care of a customer’s dog when the customer found out he could no longer take him on the airplane. The customer agreed, and the Southwest employee took care of the dog for two weeks so the customer could enjoy his vacation (O’Reilly & Pfeffer, 1995). These are just a few examples that show the importance that Southwest places on providing high levels of customer satisfaction. 1. Southwest’s Success Southwest has been successful for so long for a variety of reasons. One is the strategy that Southwest has is very effective because it has been able to provide value to customers in ways that other airlines have not been able to easily match (Cummings & Worley...
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...Inc in its early history always was based on innovation. The founders were highly successful designers and builder , but the key to success was the abilities of the financial partner Mr. Markkula. Mr. Markkula was the key figure for gaining financial capital for the start-up business. Apple wanted to bring a computer into the market that was easily utilized by customers. Apple Computer was focused on differentiation in the beginning providing products to its consumers. Their success would eventually cause others to focus on this market of which IBM caused changes in Apple’s market Apple’s changes of CEO are easily identifiable by the company’s changes in strategy. Some strategies were internal such as reducing costs and others external were in marketing to increase brand recognition. Upon Jobs return to CEO, he clearly identified his strategy as differentiation providing the customers a product that they would only want to purchase from Apple Inc. Jobs utilized his external resources to develop partnerships with Microsoft and Intel to improve upon the Macintosh platform. Apple was very successful in this venture providing their customers with a high quality product of which they willingly paid premiums to enjoy. Apple Inc sought to provide its patrons an ability to see first-hand how their products operate through the opening of retail locations. Apple’s CEO called this the Retail Strategy which makes sense by bring potential buyers to a place to experience Apple’s products...
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...Proctor and Gamble There are many steps needed for successful change implementation. the successful change implementation. Many organizations require change to survive the economical battles of doing business. The communication style of management is also an important area for change. There are multitudes of articles and information regarding organizational change and many of them has have conflicting information on what is most important. The factors of change can be slightly different based upon the type of business, but the basics are always the same. How an organization communicates the need for change, the plan for change as well as the implementation of change are the broad spectrum of the success or failure of change. Not clear. The following literature reviews attempt to This literature review support the hypothesis that Proctor and Gamble would benefit from creating desire to change, communication, planning and resources. These are four of the most important phases of successful change implementation for Proctor and Gamble. Proctor and Gamble Problem Overview Underline not needed. Proctor and Gamble is an innovative, multinational company. Currently, Proctor and Gamble lacks an effective distribution system in some segments as well as poor location in some foreign countries and high cost of inputs. Another area of weakness is the employment of foreign based local management who don’t have international business experience. doesn’t have any international...
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