change management

The Star Model™

The Star Model™ framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that are controllable by management and can influence employee behavior.

The policies are the tools with which management must become skilled in order to shape the decisions and behaviors of their organizations effectively.

POLICIES STRATEGIES

They are general statements that guide organizational decision-making.

They are specific plans made to achieve specific goals.

They don´t require action plan. They require action plan.

They are standing plans made for repetitive activities.

They are single use plan made for non- repetitive activities.

They are guidelines to managerial action and decision making.

They guide commitment of organizational resources in a specific direction.

They are made for smooth conduct of the organization as a whole.

The are made for achieve a specific objective.

Strategies and Policies: Both strategies and policies help to make decisions to achieve organisational goals.

Clear strategies and policies provide right direction and guidance to organizational goals and plans.

The Star Model™

Strategy.

Strategy is the company’s formula for winning. The company’s strategy specifies: goals and objectives, values, missions, and the basic direction of the company. The strategy specifically delineates the products or services to be provided, the markets to be served, and the value to be offered to the customer. It also specifies sources of competitive advantage.

Area Description

Specialization. It refers to the type and numbers of job specialties used in performing the work.

Shape. It refers to the number of people constituting the departments (that is, the span of control) at each level of the structure.

Distribution of power.

In its vertical dimension, refers to the classic issues of centralization or decentralization. In its lateral dimension, it refers to the movement of power to the department dealing directly with the issues critical to its mission.

Departmentalization. Is the basis for forming departments at each level of the structure. The standard dimensions include functions, products, workflow processes, markets, customers, geography.

The Star Model™

Structure.

The structure of the organization determines the placement of power and authority in the organization. Structure policies fall into four areas:

The Star Model™

Processes.

-Information and decision processes cut across the organization’s structure. -Management processes are both vertical and horizontal.

Horizontal Processes.Vertical Processes.

VP allocate the scarce resources of funds and talent. Vertical processes are usually business planning and budgeting processes.

HP are designed around the workflow, such as new product development or the entry and fulfillment of a customer order.

The Star Model™

Rewards.

The purpose of the reward system is to align the goals of the employee with the goals of the organization. It provides motivation and incentive for the completion of the strategic direction.

The Star Model™ suggests that the reward system must be congruent with the structure and processes to influence the strategic direction. Reward systems are effective only when they form a consistent package in combination with the other design choices.

People.

This area governs the human resource policies in the appropriate combinations –– produce the talent required by the strategy and structure of the organization, generating the skills and mind-sets necessary to implement the chosen direction.

Diagnosing an Organizational Culture and Behavior

An organization’s culture can most simply be thought of as “the way things are done around here” (Deal & Kennedy, 2000). It’s a term that’s used to describe what it feels like to be part of an organization and which tries to condense the complex and systematic web of human emotions and interactions within an organization into a simple summary.

Many researches have demonstrated that culture had strong and dramatic effect on organization performance, including economic performance.

Organizational culture can be defined as values, beliefs, principles that are held by the members of an organization and which facilitate shared meaning and guide behavior at varying levels of awareness.

Diagnosing an Organizational Culture and Behavior

The way work makes you feel might be a result of your organization’s culture.

Unfortunately, some organizations only pretend to improve their cultures through a process of “culture washing“, as opposed to really improving.

Cameron and Quinn Model of Diagnosing Organizational Culture

Denison Model of Organizational Culture

Organization Culture Assessment

There are many different examples of “cultural assessment” questionnaires that are used in different industries and for different purposes. Ultimately, they all aim to help teams learn about their organizational cultures. (types)

They all do roughly the same three things: 1. Give people the language to speak effectively about culture, 2. Capture a summary of the current working culture in the team, and 3. Document what the team (organization) would like their culture to be like.

Reliability and Validity of

Questionnaire tools

The effective selection depends to a large degree on the basic testing concepts

of validity and reliability.

Reliability:

It is a test’s first major requirement and refers to its consistency. A test is said

to be reliable only when the result of an outcome is consistent on an identical

test obtained form same person at two different occasion.

Validity (legal acceptance):

It measures to prove that something is true or correct. In other words, validity

tells us whether the test is measuring what we think it’s supposed to be

measuring.

Coefficient alpha, sometimes called Cronbach’s alpha, is a

statistical index that is used to evaluate the internal consistency or

reliability of an assessment. Co

A T-test is a statistical method of comparing the means or

proportions of two samples gathered from either the same group or

different categories

Here are no right or wrong answers in most culture assessments, just different ways to do things. While culture assessments are very useful, they only explore a current state and a desired future state. Teams still need to develop the steps needed to move between the two.

Organization Culture Assessment

See: Articles:Cultura Digital: hr-Organizatinal culture Diagnostic. Culture questionaire april 12

Denison model research

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Once you’ve defined the initiative purpose and objectives (or goals), the next step in the change management process is to assess the change specifics, which include:

● Assessing leadership support and alignment on the change;

● Conducting a stakeholder analysis and determining the current level of

engagement;

● Assessing people’s internal context;

● Conducting a Change readiness analysis;

● Conducting a Business Impact Assessment.

Diagnosing the Readyness for Change

Defining Role Of Leadership in Change

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Step 1: Identify Identify the key leaders you’ll need to support the change

Step 2: Set priorities

Not all of these are equal. Determine those leaders who

can derail the project (the key influencers) as opposed to

those who can simply grumble and mumble. The key

influences will pull the latter along.

Step 3: Meet with leaders

Meet with these leaders, or have the key sponsor meet

with them to enrol them into your project

Step 4: Call to action

Clearly request what you’ll need from them. (See the list

above)

Step 5: Visibility Help them to be visible with little work on their end.

Prepare talking points, keynotes and so on.

Step 6: Feedback

Provide feedback and coaching on how their behaviour is

working to influence stakeholders

Organization Change Readiness Checklist (1/2)

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Business Unit / Product Group Actions

Have the business unit contacts been selected & notified?

Have the business unit contacts been briefed by the project team?

Has the priority for this project been set by the business unit management team?

Training

Has the target training audience been identified and nominated?

Has a training needs analysis been carried out?

Is the training information sheet available?

has the training provider been established?

Has the training coordinator been provided with the

training details and put in place the necessary arrangements?

Will all field readiness criteria have been practically met prior to training roll-out?

People Readiness Action Required When Completed

Deliverable › Your Text Here

› Your Text Here

Implementation

Team Leader › Your Text Here

› Your Text Here

Implementation

Sponsor › Your Text Here

› Your Text Here

Organization Change Readiness Checklist (2/2)

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Information & Communications Technology (ICT)

Is the auditing & metering tool configured?

Content

Have the approved procedures/policies been published?

Do the proposed users have access to appropriate documentation?

Business application

Is there a software application relevant to this deliverable?

Is there a support model for this application and are the details available for distribution?

Has the relevant IT business unit been notified of Installation and support requirements?

Systems Readiness Action Required When Completed

Evaluating the organization´s ability to compete effectively

The Marketing Mix

Positioning Description

Product

•Describe the product’s characteristics (design, packaging, functionalities), and what makes it different. • its place in the range, as well as the services that are attached to it (after-sales service, repair, end-of-life recycling).

Price

What´s pricing strategy adopted by the company: -costs + margins: you add a margin to your production costs; -value-based: the price is determined according to the consumer’s perception of value; -competitive: you realize using the competition research and fix your price according to one of your competitors. •Price Tactics: It describes how, in concrete terms, the pricing strategy is applied in the field. The other aspects of the marketing mix that depend on price: the pricing policy towards your intermediaries; the discount policy towards your customers; the payment policy and possible facilities offered to your customers to acquire your products.

The Marketing Mix

Positioning Description

Promotion

It covers the aspects related to the company’s communication and the strategies used to make itself known on the market. What is the company’s position on advertising. Are specific media used (sponsoring, influencers). Which channels are favored (digital, radio, TV, press, Out-Of-Home).

Place

The fourth “P” concerns the distribution policy . There are three main distribution strategies: direct distribution; distribution via a third-party network; hybrid (a mix of the 2 previous ones). Franchise, Outsource. In particular, request what logistical processes need to be implemented to meet customer expectations regarding product availability and delivery times.

The Marketing Mix

Positioning Description

People

The relational policy . This is the human part in the success of the company, and the satisfaction of the customer, as well as the role, played by the employees to transmit the values of the brand. In the digital era, the relational policy is no longer only in B2C. It also materializes through C2C. Customers become ambassadors for the company and sometimes even play essential roles.

Process This part of the marketing mix is about describing and analyzing the processes surrounding the service. You should focus on the most distinctive elements of the processes.

Physical Environment

The physical evidence.” In the spirit of the marketing mix, it is the tangible elements with which the customer is in contact when he buys the product. These elements can be linked to the sales outlet itself (its design, its layout, the sound/smell / visual atmosphere), the objects found there, or the employees themselves (specific clothes, for example).

Cause and Effect Diagram

The Cause-and-effect diagram – also known as an Ishikawa, fishbone or Fishikawa diagram, is used to identify the potential causes of a specific event, known as ‘the effect’. Based on brainstorming, the technique provides a way of rationally determining and organizing the factors that are suspected of contributing to the effect (problem). These must then be tested and verified. Corrective and preventive actions can then be applied to mitigate or eliminate relevant factors.

During World War Two, there was a rumour circulating in Japan that Ichiro Ishikawa originated the Fishbone Diagram in 1943. However, many reports published after this date claim it was his son Professor Kaoru Ishikawa who created it in the 1960s.

The analysis is best conducted between groups of individuals with a shared understanding of the nature of the issue under examination. Each group should then be able to add their own perspective to the analysis.

Cause and Effect Diagram

Cause and Effect Diagram

Cause and Effect Diagram

Tree Diagram Tree

Diagram

Visual tools that aid in calculating probabilities.

Data is represented in the form of a tree which

branches out into more Data

The components of the diagram include Root

Nodes, Nodes and leaf Nodes.

It helps in arriving at conclusions thus aids the decision making process.

One major advantage of the model is that it

enumerates all potential outcomes of profit or loss associated with projects. This helps

organizations use the information available to

make many informed decisions such as

finalizing investments, cost and management

decisions, business valuations, and

probability calculations.

Tree Diagram

Typically, the diagram begins with a single vertex or node that branches into two or more branches. Then, each subsequent node will branch into two or more until the desired outcome arrives. The finished structure then resembles a tree with a trunk and several branches.

If gold is taken, the chance of taking the gold itself is (3/11). For silver and copper, it is (4/11) each. (Note that the number of events has been reduced from 12 to 11 because one has already occurred). The point is that if the first coin had been gold, the second picking would be done from the remaining number of gold coins, hence 3. (2) Silver coin: If the first coin was silver, the chances of the second coin being gold are 4/11, silver is 3/11, and copper is 4/11. (3) A copper coin is: If the first coin had been copper, then the chance of the second coin being gold is 4/11, silver is 4/11, and copper is 3/11. The chances of them being different colors can be achieved only when the outcomes end in (gold, silver), (Gold, copper), (silver, gold), (silver, copper), (copper, gold), (copper, silver). Therefore, for all coins, the chance of appearance will be 1/3. Therefore, 1/3*4/11=4/33. The outcomes will have 4/33 chances of being picked as the second coin. Therefore it has to be added as (4+4+4+4+4+4), which will give a probability of 24/33 overall.

Dave wants to give away coins to

neighboring kids at random. The bag

contains four gold, silver, and copper

coins and thus a total of 12 coins. He

will take two coins without replacement,

and we need to find the probability of

him getting different coins.

Fishbone Diagram Tree Diagrams=/

Fishbones Don’t Have Roots, Trees Do

The fishbone diagram is more of a map of possible sources of variation in the process. Fishbone diagrams point the way for further investigation.

Decision Trees and Fishbone Model by Jessica Smith

(prezi.com)

Choosing Which Root Cause Analysis Technique to Use:

Consider the Basic Requirements & Common Uses - BrightHub

Project Management (brighthubpm.com)

(The 80/20 rule)

The Pareto Analysis

•The 80/20 rule can be used to strategically select the problems in a company to fix that will result in the most impact. •It can help stimulate creative thought and organized thinking around business innovation or problem-solving. •One important note is that the 80/20 rule is purely a convenient rule of thumb, not an exact ratio or law.

For example: 80% of bus delay system from 20% of the possible causes of delay. 80% of service complaints arise from 20% of the services you offer. 80% of software crashes come from 20% of the potential computer virus types. 20% of your products amount to 80% of your revenues.

Vilfredo Pareto.

The Pareto Analysis

Steps to Create a Pareto Diagram (80/20 Rule Diagram).

1. Identify a list of problems: Ideally, the list is gathered through feedback from employees, clients, or customers. Common examples include anonymous complaint/feedback forms, customer surveys, or employee organizational recommendations.

2. Identify the cause of each problem:

Why did the problem occur? Make sure to think about the root cause, which might be hidden under the surface.

3. Score each problem: Assign a number to each problem based on the negative impact associated with it. The scoring system will depend on the type of problem trying to be solved. For example, for a cellular company, did a customer complaint make them leave the carrier, change their plan (negatively), or not change anything?

4. Group the problems together:

Group all of the similar problems together and calculate the collective scores. The problem with the highest score will most likely be the one you should try to resolve first and provide the highest return.

The Pareto Analysis

Identify the top impacting keywords in your digital marketing strategies.

How to Build a Pareto Chart •Group the causes or factors into specific categories. •Choose the appropriate measurement, i.e., frequency, quantity, or cost. •Define the time period for the chart, such as hour, day, or week. •Use the data collected and compute the subtotals for each category. •Adjust the scale of your left vertical axis to accommodate the largest subtotal from the different categories. •Construct your bars progressively from tallest at the left to shortest on the right. •Compute the percentage of each subtotal category, dividing them by the total of all categories that represent 100% (as indicated by the right vertical axis). •Compute the cumulative sums from left to right, and draw the line chart representing the sums against the percentage of the right vertical axis.

Pareto chart analysis can be applied to any efforts for optimization.

What questions to ask for writing a Mision Statement?

1. Who,

2. What,

3. How,

4. What for.

A mission statement is used by a company

to explain, in simple and concise terms, its

purpose(s) for being.

The National Geographic Society uses the power of science, exploration,

education and storytelling to illuminate and protect the wonder of our

world.

Oracle, a global provider of enterprise cloud computing, is empowering

businesses of all sizes on their journey of digital transformation.

What questions to ask for writing a Vision Statement?

1. Who,

2. Promise,

3. When.

To create the most compelling car company of the 21st century by

driving the world’s transition to electric vehicles.

To give customers a wide assortment of their favorite products, Every

Day Low Prices, guaranteed satisfaction, friendly service, convenient

hours (24 hours, 7 days a week) and a great online shopping

experience.