Advisory Report for a green Energy Company
The third section talks about strategies for risk management in the global change, followed by the fourth topic which focusses on strategies for customer research and the significance of feedback from customer research. The report then advises the board on how agile continuous improvement can be incorporated and the areas of development and training needed for stakeholders to embrace change. Accordingly, the report discusses how project management tools can be incorporated into the change process and states some of the major performance indicators that the board can use to measure the success of the plan. The report then gives examples of lessons that one can learn from mergers and how they can be used to prevent failure of a merger. Lastly, the tenth topic reports on preventive measures that may reduce the risk of failure during a merger and summarises with recommendations and conclusions.
Stakeholders should be engaged especially during the initial stages of a project to uncover risks and reduce them and also increase stakeholder buy-in. The stakeholders provide their expertise to the project since they are wealthy of historical information, current processes, and industry insight. They also grant project acceptance because the more they are involved and engaged from the beginning, the more likely a positive project conclusion will be witnessed. Sponsors, on the other hand, are responsible for securing resources and spending authority and make important decisions concerning the project to assure the success of a project and this includes the decision for increasing or reducing project budget and scope. The sponsor will initiate and champion the process, supports the manager and signs off approvals after the completion of each project phase.
The targeted group will want to hear from the organization's management cascade and not simply from agents of change, who in most cases are an outsider. This methodology includes multiple media and begins in the initial steps of the program and proceeds all through the process of implementation to give communication methods through which sponsors and targets can stay in touch. Lastly, a reward system is a good method that ensures mitigation of risk and is a tool that cannot be taken for granted. After the organization provides sufficient information concerning change, and demonstrating the willingness and ability of change agents and sponsors to change, and additionally describing the improved state, some of the target groups may still resist change. This resistance is reduced by building a system that rewards every target group which accepts change and this has proven to work wonders.
Design Process that can Introduce Agile Continuous Improvement (ACI) Agile Continuous improvement entails grabbing opportunities and building advantages from them. Agile enables an organization to accelerate the performance improvement process and become better. People are the most significant assets any organization has and improvements on the organization are focused on the clients and on easing the workload of the employees. The ACI when incorporated into the change management process, will guarantee success of the project. All processes require decisions to be made by support and support makes one concentrate on the business objective. Project Management Tools that can be Incorporated in Change Management While project management directs its focus on the activities and processes that one needs to complete a project, change management is more about the people that the projects affect within an organization.
A study conducted by Goetsch and Davis (2014) established that change and project management work together in guaranteeing that in the long run, the project succeeds because projects have been known to have a lasting and momentous bearing on businesses and its stakeholders alike. Change should be managed effectively both on the people and the technical side of the business. A technical side will guarantee a change that is designed, developed and delivered excellently. As such, the project management discipline provides the process, tools, and structures that aid in this. A higher profit margin will indicate a successful project and a lower margin would mean that the change was not very successful. Sales by Region The organization can analyse the sales generated from all regions and if the regions are meeting the set sales objectives of the company.
This analysis will provide a better feedback for the regions that are underperforming and this will reflect in the change management success since an underperforming region would indicate an unsuccessful change management. Customer Satisfaction This aspect is as simple as it appears on the surface because the organization simply needs to make the customer happy and they will be your customer for as long as it takes. Through the use of various indicators such as customer satisfaction scores and repeat purchase percentage, the organization can be able to ascertain if the change was effective. Moreover, the leadership should meet multiple times through video conferencing and more often face-to-face across all geographies and update the boards and CEOs across the board. Innovation While innovation is a long-term process, the determination by both companies to change should be stressed to exceed the expectations of the clients by portraying how the new company could come up with world-leading solutions for its clients.
Major on the majors Doppelt (2017) stipulates that any merger is characterized by more decisions, issues, and questions that the available time to address them. In this light, the two companies should implement a streamlined process for making decisions whereby the top executives from both companies are only called upon to address the most critical issues. Additionally, a special leadership group should be formed and assigned the duty to make key decisions on vital business functions. With a good match of the cultures, there is guaranteed success Inform the Board Chair and Other Trustees and Elicit their Concerns A study by Steigenberger (2015), suggests that the board chair should be willing to have a discussion on merging to guarantee success. The chair should be additionally consulted on when to include the trustees and get an initial feel for concerns and issues so as to fully understand deal-breakers and risks.
Be clear about leadership There should be no doubt about the leader and all people involved should be clear concerning the joint steering group terms of reference among other teams f management that will be involved in the merger. Cost and Capacity Issues The funding and timing implications should be accessed since the trustees will need to be made aware. The budget should include specialist advice and this should be drawn from at particular times to minimize the risks. The use of such powerful imagery in presenting a vision to the employees, will alleviate anxiety and the inevitable human fear and discouragement as the transition takes place and this guarantees a successful change. References Doppelt, B. ‘Leading change toward sustainability’: A change-management guide for business, government and civil society.
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