Comprehensive Transformation - Essay Example

DOES THAT TRANSITION WORK? (Brandon) Kotters have identified various steps that need to be adhered to for comprehensive transformation. They include increase of urgency, building the guiding team, getting the vision right, communicating the vision for buy-in, empowering action, creating short-term wins, consolidating gains, and making change stick by making it part of the culture. There was some contradiction as we tried to achieve these set goals. However, we managed to identify the reasons for such challenge. The challenge was not able to have departmental integration. Hence, this prompted us to adopt Kotters change idea of having a leading team. As a result, there was a selection of members to achieve a proper mix of power, expertise, credibility, leadership and management expertise. Jennifer Smith was pointed out as the best o offer leadership of the team. The next step was the adoption of Kotters concept that focuses on building a vision. This was the most important component after there was agreement on a change of leadership to make it possible in adopting change simulation in the company. The objective was to have an organization based on teamwork. The initiative lacked between R&D and other departments in the company. The other objective was to adopt Kotters transformation model of communicating the vision for buy-in. Hence, the strategy that we adopted was that of ‘Briefing on Vision and Strategy. This had a favourable outcome with 68-% precision rate. The adoption of the ‘Competitive and Financial also had a favourable efficiency rate of 60%. However, the strategy was delayed, as it was to be in line with Kotter’s ‘increase urgency’. It would have been good if it were adopted earlier before the implementation of a new vision and strategy. Team training played a significant role in using Kotters ‘Empower Action. This solidified our stand on departmental integration and cross-functional teams. Hence, it proved worthwhile with 100% efficiency. The gains we made were instrumental in implementing the strategy of the team mentoring while also firing an individual. Additionally, team mentoring was a success in supporting improvement of the team and strengthened team attributes. This was 89-% efficiency rate. Finally, Scott Bells resilience proved difficult to the team after giving him a chance to change. Hence, firing him was the best option to remove challenges in the R&D and the rest of the company. As a result, the company GlobalTech can progress without Scott Bell jamming movement. The action is also paramount in ensuring that the culture of transformation is integrated with the company. Another model concept is that of Bridges. This focuses on a shift rather that instituting change. The model comprises of three levels of action. These include; 1. Ending, Losing, and Letting go. 2. The Neutral Zone. 3. A New Beginning. This prompted mapping of the stakeholders as each person exhibits different stages at their own ways. The mapping was done to identify champions, helpers, bystanders, and resisters. Usually, the bystanders comprise of undecided people. Such people are easy to influence, as they are the largest group. Hence the necessity of always keep in remembering Bridge ideas of change on shift that takes place on people. In the first stage of Bridge, people are usually paranoid of what they do not comprehend. Hence, it was our objective in the change simulation project to inform them why change was inevitable in the future direction. Here we used two ways of identifying the problems that were associated with lack of departmental integration. The two ways used were the ‘walk the floor and ‘identify the problem. We had to delay the ‘Competitive and Financial tactic for some time with a solid reason. The delay was however beneficial as it laid the foundation for individual to be well versed with the problem to be able to move to the next stage. However, if the tactic were used earlier it would have been valuable educating employees on the unknown. The neutral stage occurs between the other two stages. The other stages include the Ending, losing, letting go stage, and a new beginning stage. The stage acts as a decisive stage. In the stage, people are in a dilemma. The dilemma can only be overcome by having a well-built vision after urgency is created. This prompts such individuals to have a new beginning. The idea helped us focusing on ‘Develop a New Vision and Strategy with ‘Briefing on Vision and Strategy following later. The aim was to achieve a heightened team focused organization to ensure there was integration between departments. The new vision is expected to have some challenges due to doubts exhibited on the neutral zone. Hence, in this stage it is required individual scheme of Competitive and then Financial. This can help in instilling confidence on the changes, and lessen some of the oppositions. Hence, we used these ideas with competence rates of 94-% and 71% in that order. People are believed to be more flexible in the New Beginning stage. As a result, people have the capability of learning and acquiring new things. This was an opportune moment for us as we unleashed the ‘Teams Training with 100% competence at the time of implementation. Guy Tremblay noted on this strategy, "People were ready and motivated for teams, and now they have the skills to make them successful." In the next approach, we were more energized on New Beginning stage. This was possible through ‘Team Mentoring. This is seen as enhancing ongoing steps by teams and amplifies team behaviour. John Clarke notes the initiative was good "being good to have the support of our team mentors." The final strategy was a success by firing Scott Bell. His removal was a foundation for improvement in the whole organization. This was possible with a 100% precision rate. Sara: What we would do differently next time As aforementioned, the result did not yield the maximum confidence. This is because there was improvement that could have been done and not done to move to the next stage of success. However, the focus on preparation for simulation showed that we achieved a lot. The success was on reading the material, being well prepared for stakeholder interviews, and instituting a plan based of the Experience Change Model. The weakness was only on failure to gather details for the day of change simulation. Moreover, it would have been good to have a list of well organized notes during stakeholders mapping. This made it impossible to differentiate on who were resistors and, on the other hand, the bystanders. Another improvement would have been on tactics categorization. It was challenging to unravel the tactics. This could have been solved by creating a document with strategies arranged by stages of execution. This would have made it possible to go through various strategies. Moreover, there was under-preparation for tactics implementation. Adequate preparation could have been valuable in saving time. This was seen as in the end there was a lot of pressure and people were getting worried. There are also changes of implementation that we could have done in a different manner as contained in the summary of results. However, the whole thing was a success especially on communication. The advanced technology such as Google application helped us to do things in different times. The effectiveness in communication would have helped the team. The process has been valuable in ensuring that we will use the experience in advancing our careers. The ultimate result is that we can now be able to make transformations to organization with a high degree of efficiency. Nhu: What was your greatest challenge in this change simulation? Recently, there has been constant transformation in the world of. Hence, business organizations have been forced to transform to be able to exist in an increasing competitive society. This is done through making changes in the organization to various factors. The factors may originate within an organization, from the outside world, or both may occur together. The prediction on these factors helps business to acclimatize to changing environment. Those that are involved with change have to implement in the right time. Moreover, the design and implementation of changes needs to be done with cognizant of future trends. Accurate timing of a decision made has also proven to be worthwhile. Hence, there need to be a clear plan by the team of taking necessary action. This is done by informing the employees of pending changes and personal transformation in the organization. Changes in the business require amalgamation of various skills by leaders such as a broad vision, expertise, and skills. Additionally, the leading team needs to foresee change factors and their likely impact on business. There should also be a plan of addressing such impacts. An adequate time is needed to prepare for change as it helps in having a favourable outcome as changes have a prolonged impact on employee. There is always a certain percentage of the employee that are resistant to change. Hence, more time is needed to understand and influence this group of employee by the leadership. In extreme cases, such employees can be fired to achieve necessary change. The most trying moment in a company is making a decision to let go of someone. It can have a negative impact on employee morale especially if it is not done in the correct manner. The problem is amplified with position and hence those involved need to be prepared for any outcome. Based on our experience, we noted that higher position attracts more resistance within the organization as exemplified by firing of Scott Bell. The action was instrumental in eliminating those opposed to change and communicating measures the company was to take for meaningful change. The team responsibility is to enhance morale and to ensure the employees focus on the future of the company and forget the history. Managing intelligent organization has been a difficult task for many businesses. The challenges emerge due to worldwide contest, of takeovers, rationalization, reorganization, and some failures. However, careful plan can help in overcoming some or all of the challenges. Read More