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Managing Organisational Change Case Studies and Testimonials

Managing Organisational ChangeSelected Managing Organisational Changes Case Studies 

1. Project Name: Creating a Winning Team

Service Category: Managing Organisational Changes

Brief description of work undertaken: An Australian based, publicly listed, international software company, had the challenge of creating a winning team from 300 staff and contractors across Australia. The business unit had been recently formed from four disparate units, two of which were recent company acquisitions. The unit was struggling, the IT market was contracting and staff morale was very low.

Resurgence facilitated:

An integrated three-pronged approach, creating a new vision, a new marketing focus and improving staff morale: The vision, goals and objectives were defined for the new business unit Commitment of the board, MD and CFO was gained and the new business unit was rationalised and restructured, putting a new management team in place.

  • A focused marketing strategy was created and implemented
  • Established a differentiated market offering aligned with long term goals, maximising the use of existing capability and the large customer base.
  • A brand recognition campaign was implemented to attract new customers and staff
  • Alliances were created to broaden the range of services for customers and to provide additional marketing channels
  • A focus on revenue generation, including account management, customer briefings and visits resulted in very positive feedback and sales outcomes.
  • Focus on improving staff morale and enlisting their participation and buy-in during a period of major change, staff cuts, pay cuts and a negative IT business output.
  • Implementing performance and development reviews so staff had clearly defined relevant measurable targets in key result areas.

Outcome: Key results produced by the new management team included: 

  • An agreed sense of purpose
  • Significant cost reductions
  • Greater cohesion and teamwork
  • Improved staff morale
  • Improved sales and sales forecasts
  • Turned around the loss making position of the business unit to a profitable sales oriented business unit with increased revenue

These results were achieved in a time of major change, acquisitions, cut backs and a negative IT business outlook.

 

2. Project Name: From Victims to Owners

Service Category: Managing Organisational Changes

Brief description of work undertaken: Australia’s leading telecommunications organisation had recently formed a new division by merging five disparate branches. The challenge at hand was to integrate the branches and develop a winning division. This involved over 650 staff and contractors Australia wide. The five groups had been pulled together without any prior consultation. Each group viewed the others as unprofessional and incompetent. The one view they did share was that this move was a prelude to the organisation retrenching them all. This negative view resulted in staff morale being at an all-time low and resistance to change at an all-time high.

Resurgence Facilitated;

Achieved a massive attitudinal change via:

  • Setting a new vision and clearly defined goals
  • The creation of a new management team
  • Involving senior executives to talk to staff about the broader direction of the company
  • Creating a leadership program for staff and with specified selection criteria
  • Leadership training for managers and team leaders
  • Working cooperatively with unions

Outcome: The fragmented and geographically disparate division was transformed into a cohesive and motivated winning team and a division that delivered results. This was evidenced by improved project delivery and customer feedback. Staff moved from being “victims” to people who were confident enough to own their work issues and take control of their own careers with the overall employee opinion survey results improving significantly within 1 year.

 

3. Project Name: Creating a New Culture

Service Category: Managing Organisational Changes

Brief description of work undertaken: The challenge was for an internal systems development division of over 450 staff to produce higher standards at lower costs, be customer responsive and commercially competitive, while continuing to develop and support key telecommunications systems. Budgets were tight and efficiencies needed to be gained, so that this group could compete with external suppliers.

New opportunities were emerging, but there was a minefield of political agendas to be navigated for these to be successfully realised.

Resurgence facilitation involved: Working co-operatively with staff associations and other key stakeholders to explore the opportunity of establishing a new branch to exploit emerging technology.

  • Building strong, open relationships with key internal customers.
  • Implementing new and innovative processes, including; Uniform processes throughout the division of 650 staff and contractors in 5 branches
  • Quality assurance and pragmatic Total Quality Management (TQM) processes
  • Commercial practices and contract administration
  • Customer satisfaction surveys

Outcome: The new development group was successful established and key achievements included:

  • The establishment of a new branch with the support of staff associations.
  • A greater understanding of customer requirements and significantly improved customer satisfaction.
  • Shorter software delivery timeframes.
  • Continuous improvements in quality.
  • Division being the preferred supplier of software solutions for customers.
  • Re-alignment of commercial arrangements and working relationships with key suppliers.
  • Increased co-operation between branches within the division

Branches achieving budgetary targets, while still meeting;

  • Business objectives
  • Product driven deadlines
  • Cost containment

 

4. Project Name: Creating new IT Organisation

Service Category: Managing Organisational Changes

Brief description of work undertaken: Two separate state government entities created a new IT Shared services to exploit IT savings and to deliver a better IT service to both organisations. Resurgence was commissioned to assist the newly appointed CEO to develop the overall strategy for the new IT Shared Services group, particularly focusing on staff engagement.

Resurgence facilitation;

Working with the CEO and the assigned working party for the project, Resurgence assisted in:

  • The development of the overall strategy for the establishment of the new entity.
  • Advised the CEO on appropriate strategies for securing funding by the board.
  • Assisted in preparing board submissions to gain funding and endorsement of the proposed plans for the IT Shared services organisation.
  • Lead the establishment of a risk managed change process for the overall program of work.
  • Development of a high level plan for the establishment of a single culture and staff engagement and communication plans for the transition period.
  • Assisted in defining key roles for the new organisation

Outcomes: The new IT Shared Services organisation was established and gained the necessary funding and support from the board.

The overall program of work was implemented using the risk management process which minimised delays and allowed issues to be identified and acted on before they escalated. The transition was achieved with minimal disruption to customers, and the provision of IT services was maintained within agreed service levels.

 

5. Project Name: Building Change Resilience in Staff

Service Category: Organisational Change Management

Brief description of work undertaken: 300 staff of an IT Operations team for a very large Financial Services company were undergoing a major re-structure. To assist staff with the transition and to support them in handling the change process, Resurgence was engaged to run a series of “Change Resilience” workshops.

Resurgence undertook the following process;

To accommodate work pressures and the differing needs of staff throughout the transition, 5 short “Change Resilience” seminars were run over a 6 month period. The emphasis was on helping individuals understand their response to change, strategies for dealing with this and on taking responsibility for their own actions.

The interactive sessions, focused on different aspects of change and were a combination of theory and practical exercises. The exercises were in the context of the transition and staff were able discuss their issues in a safe environment. Participants were provided with practical tools and techniques to assist them throughout the various stages of the organisational change.

Outcome: The “Change Resilience” series demonstrated to staff that the management team were taking the transition seriously and were proactive in equipping staff to manage the changes. “I think it is very good that these types of sessions have been considered as part of change. Well done to the senior management team”. Staff participation and feedback was extremely positive.

Sample comments included:

  • “It was very informative and helpful in understanding and coping with change”.
  • “Great to assist in understanding how others manage change as well as myself” Feedback from the senior management team was positive and they have recommended the program to other areas of the organisation undergoing significant change.

 

6. Project Name: Implementing a New System

Service Category: Managing Organisational Changes

Brief description of work undertaken: A leading global manufacturing organization needed to successfully roll out a new e-procurement system, to over 1400 end users in Australia and overseas. The solution involved the development of the e-procurement software, supplier management and a change management program. The initial rollout was to 3 pilot sites in Australia. Following the pilot, the system was rolled out to each business unit within Australia and subsequently overseas. A critical success factor was a structured yet flexible change management program.

The change management program involved:

  • Development of an overall change management strategy
  • Conduct of impact assessments for each business
  • Adaptation of change management plans to suit specific business requirements.
  • Development and implementation of a communication strategy and plan for each business
  • Establishment and support of a change agent network for each work area within each business unit.
  • Development of training materials, including an on-line training system
  • Evaluation and feedback mechanisms
  • Documentation and support plans

Outcomes: The roll out of the new system was implemented successfully. Project outcomes included;

  • User acceptance of the new purchasing system
  • A streamlined change management approach, reducing rollout time by up to 25%
  • Support materials for the ongoing training of staff
  • An established knowledge database, providing future change management projects with reduced set up time

The change management component of the project was recognised by the company as being critical to the overall success of the project

 

7. Project Name: Enabling a New Technology

Service Category: Organisational Change Management

Brief description of work undertaken: Australia’s largest telecommunications organisation was faced with the challenge of implementing web-enabled e-processes across the entire business. The goal was to produce internal efficiencies, reduce costs and increase customer satisfaction. The focus was on the transformation of the company into an e-process business and the priority of web enabling its processes dealing with customers, suppliers and itself

Resurgence facilitation involved:

  • Defining the vision, program approach, goals and objectives and gaining commitment of these at Board, CEO and Group Managing Director level.
  • Identification of key areas for applying internet based approaches, tools and technologies throughout all of the company’s activities
  • Providing specific corporate focus and direction to the e-enabling of processes and maximising the resultant benefits for the company and its customers
  • Accelerating the on-line interactivity between the company and its customers and suppliers
  • Establishing an effective change strategy to facilitate transition of the organisation into a e-process business

Outcome: An e-process strategy was established and implemented, key achievements included:

  • Ensuring a comprehensive cross company implementation via clear governance and reporting processes from the board down
  • Reduced duplication and bureaucracy through the development of a cross company e-processes strategy and implementation plan
  • Acceleration of the adoption of new ideas and innovations via the development of a clear methodology, criteria and tools for prioritisation and program planning for new e-initiatives
  • Customer needs being the drivers in process re-design
  • Enlisting grass level support and participation for ideas generation

 

8. Project Name: A Project that Could Not Fail

Service Category: Managing Organisational Changes

Brief description of work undertaken: The challenge was to establish and lead the largest single whole-of-business program of work ever undertaken by Telstra Corporation Limited and certainly the largest project of its kind within Australia. This involved addressing Telstra’s Year 2000 requirements across the whole corporation (domestic and international) enabling the company to manage its business operations with minimal risk and financial impact for itself and its customers during critical transition periods. This large-scale project, involved over 7,500 suppliers and the management of 240 staff and contractors. It required a no fail solution and world-class change management processes in order to achieve success.

The solution included:

  • Obtaining corporate recognition of the issue and securing required funding and Business Unit resources
  • Development of a global strategy with a leadership role in Asia Pacific
  • Working closely with key customers to ensure their requirements were met
  • Regular progress reports to customers to instil confidence in compliance
  • Development of robust testing methodologies which were also used as a model / benchmark internationally
  • Instituting governance and reporting processes from the board down
  • Ground breaking risk assessment management and business continuity planning and implementation
  • Strategically influencing domestic and international organisations such as telecommunication governing bodies, government agencies and unions to take prompt action on the Year 2000 issue

Outcome: The project was incredibly successful, achieving the following outcomes:

  • A successful seamless transition with minimal disruption to business operations and no adverse financial or customer service impact
  • Recognition for the leadership position established in Australia and the Asia Pacific
  • Adoption of real time reporting of service faults and status updates as a routine part of Telstra’s service
  • An Australian first in strategic communication and dissemination of real-time information regarding the performance status of products and services via the internet
  • Adoption by the international industry body of the model implemented by the Telstra as a model by other Telcos and governments.

 

 

 

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