|
|
Support of change Process |
|
Situation:
After acquiring a new leader, the Research and Development division (150 individuals) of a medium sized Banking Software company (300 employees) saw the need of a restructuration of the division due to a fast growth rate over 15 years.
Duplicated and fragmented business process left a patch-work of unclear functions, value chains and processes. The best technical people had been promoted as leaders.
Objectives:
- To transform the existing Research and Development Division in an effective new structure which allows for
the most efficient working of the newly defined processes.
- The transformation process requires the buy-in from the existing management and should be done with as
least friction as possible. |
| |
Immediate Results for Team Members and the Company
|
| Team Members |
Company |
- Less «fire-fighting»
- Less daily frustrations
- Better use of each individuals competencies
- Better motivation |
- Enhanced efficiency
- Better prepared and able to anticipate and deal with
change
- Acceptance of certain hierarchical position changes
within the company |
|
| |
| |
Realisation:
The Management Team, composed of 3 heads of Departments, 9 Heads of Teams, made and implemented their choices autonomously according to certain criteria of the new structure which were imposed by the Head of the R + D Division. For example:
- 6 departments in place of 13
- Minimal number of team members in each team
- Team members had to hold more than two functions
- Supervision of the projects was integrated into the structure
Other criteria were left to the discretion of the Management Team of the Division, for example:
- Redistribution of roles and functions between the new departments
- Team structures
- Choice of Heads of Departments and teams
The model used during the second phase of the seminar was based on the concept of a Learning Organisation.
- Team Management «was» a society of consultants whose mandate was to deliver to his client, the Head of
the Division, a New Structure and Organisation project
- A self-structurisation task for the duration of the seminar: choosing leaders, business processes, rules and
timing, etc.
This model allowed participants to recognise their normal role, to have an «external consultant» point of view and thus enable them to make their choices more objectively and realistically for the benefit of the company.
For example, most of the Department Heads who were «demoted» could live this experience in a positive fashion, by recognising and giving value to their specific competencies and re-established roles which were more aligned to their particular skills (technical, in most cases). A former Team Head was even promoted to Department Head by his colleagues!
The transformation was done in three phases: |
| |
| |
Contents/Processes |
Means/Tools/Method |
Outcome |
| Phase I |
- Review and redefine
processes in value chain,
- Define Leadership
competencies for
Department Heads and
Team Leaders
- Assess potential in the
Management Team |
- Experiential learning
exercises
- Personal Profile Analysis
(behaviour)
- Classical workshop with
know-how owners |
- Redefined value added
processes
- Personal leadership
potentials identified
|
| Phase II |
- Define new structure of
the division (based on
criteria of division head),
by the Management
Team |
- Use of 2½ day «Learning
Company»
|
- clear well-defined new
structure with
6 Department Heads and
xx Team Leaders
|
| Phase III |
- Distribute Roles &
Responsibilities
- Transfer learnings from
Phases I & II
- Implementation of a new
structure and processes
into work environment |
- Individual dialogues with
Division Heads
- 2-day workshop to
implement final
distribution of Roles &
Responsibilities
- Internal Coaching |
- Smooth implementation
of new processes &
structure with minimum
loss of human resources
|
|
|
|
|
