安达信咨询方法与工具资料库HAL655.DOCVIP

keywords FILENAME \* Lower\p c:\data\vibro\shals655.doc VIBROPLANT PLC CHANGE MANAGEMENT CASE HISTORY WHAT CHANGES WERE MADE Centralisation of the hire desks Recruitment of new hire desk controllers Centralisation of field service control Centralisation of distribution control Recruitment of new distribution controllers New National Operations Manager New Sales Director New Finance Director Workshop managers role - service centre manager - transactions processing - customer facing responsibility Structural change - areas to functions Internal/external sales interface Structure of the external sales force - major account managers - key account managers New computer system Target service offering Location of Head Office GENERIC CHANGE MANAGEMENT ISSUES ARISING Things that changed ... Strategic direction Customer service offering Roles and responsibilities Reporting structures Systems Operating procedures People WHAT THEY DID Project named Project led by Chief Operating Officer Project team set up Customer focus groups held around country Pilot planned for North East Plans announced, positions offered and new hire controllers appointed Hire controllers trained Weekend transfer of pilot area - new computer system - new procedures - new people Market research on new order taking process Large scale launch of Service Master offering, to support new strategic direction PROBLEMS BEING FACED WHEN WE ARRIVED No-one trusted the system, kit seemed to be being lost Massive apparent friction between Sales and Operations Operations director seemed to be sitting back saying “I told you so” Sales director keen to push onwards, all country by Christmas Project team had different views on what to do - National Sales Manager “get all country on as quickly as possible” - National Ops manager “must not move forward until kit under control in NE” - Head of Internal Audit “the problem is the new hire controllers their manager” Everyone blaming everyone else, particularly t