A Typical example of Leading Organisational Change

ISSUES /TRENDS

• Low operations efficiency



• Low productivity



• Lack of creativity / ideas from shopfloor/frontlines



• Lack of competencies

TYPES OF CHANGE

• Development Change

CHANGE DRIVERS

• Acquisition of new capabilities



• Retention of Intellectual Capital

STRATEGIC PRESSURE POINTS (SPP)

a. Organisational Capabilities:

- To roll out a Small Group Activities (SGA) to complement Six Sigma initiatives

- Train executives and supervisors who are assigned as SGA Team Leaders on the subject of Continuous Improvement Tools. e.g. 7 QC Tool, QCC projects.

b. Coordinating System

- Introduce and implement competency based recruitment and selection tool for new talent.

c. Culture

- Launch creativity and innovation month in year XXXX . And, to reward to those who give new/good ideas.

CHANGE EQUATION = A+B+C > Z(R)

A = Individual/company/group level of dissatisfaction of the status quo

• 360 degree involvement of staff on the idea generation



• Company wide 10% OPEX reduction exercise

B = Shared Picture (Vision)

"To be the leader in healthcare in the market we shoose to serve"

Strategy

1. Roll out SGA programs



2. Launch creativity and innovation program



3. Introcude and implement competency based recruitment & selection of new talent

C = Acceptable / Doable (1st action steps)

1. Industry benchmarking on productivity



2. Training on SGA for leaders and members



3. Formulate creativity and innovation reward/incentive for excellent and doable ideas from employees



4. Establish core and leadership competency framework

Z = The Cost (Finance, time, Stress)

1. Formation of SGA Team at shopfloor - matrix reporting



2. Innovation month (cost of executing the program)



3. Cost of SGA training



4. Cost of establishing Core and Leadership Competencies framework