Summary of key points arising from the case study
Summary of key
points arising from the case study
Even if employees sense the need to change, and want to
change, this is not always enough. In this case study, people were asking for a
clear sense of direction. A clear vision is often required to catalyse action,
especially if it translates well into specific tasks.
The greater the depth and breadth of people involved in
diagnosing the current state, developing a vision of where the organization
needs to be heading, and generating solutions to bridge the gap, then the more
chance the organization has of gaining sufficient momentum for change. In this
case study, many people were engaged in the analysis, which led to increased
interest and energy in making things happen.
The greater the clarity of focus (towards the end user) the
greater the chance one has of aligning people, processes, systems and structures
to this end. Business-as-usual and change initiatives have to be dovetailed. It
is no use if there are 101 initiatives that are not joined up and working with
Processes and standards must support the desired behaviours.
An organization cannot strive for a quality service, for instance, if the
culture does not support people doing quality things. It is of little value if
the customer services assistant is exceedingly pleasant but not empowered to
take decisions when the customer needs a decision.
Managers and staff need to be supported through the
transition process with the necessary coaching and training. For the
organization to become more focused, efficient and effective people have to be
doing something different. Speedier rubbish collection will not impress the
public if a trail of litter is left after each collection. Not only do these
changes have to be communicated clearly, they also have to be followed by the
necessary skills development and induction.
Organizations do not change by themselves – not at the speed
that is normally required in this world of ever-increasing demands. The momentum
is generated first by leadership and then by followership. Leaders at all levels
within the organization have to have clarity
of purpose, the relevant leadership skills and knowledge to deploy and to see
themselves as leading from the middle, with the organization and its
stakeholders all around them. Top team alignment is also crucial in times of