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MGMT5570 - Comcast Case Study - Team ABBA
Transcript of MGMT5570 - Comcast Case Study - Team ABBA
Importance of Task Force
Q5. Change models and key steps
Q7. Assumptions about Casey and management
Q8. Lessons Learnt Q5. Change Models and Comcast Key Steps Q7. Assumptions about Casey and the top team Quality Q8. Lessons Learnt Most operational leaders wanted to create an immediate action plan. Facilitator forced the team to “sit with the ugliness for a while and have a dialogue”.
Bedded down 3 pillars, then 4th pillar of innovation was introduced (products and business changing).
Refined SFP (Strategic Fitness Process) with 2nd Iteration: Internal HR implemented this time, views of all key stakeholders (contractors, customers, vendors) via focus groups.
Leadership development, communication and training remained as issues. Team ABBA Comcast Case Study Task Force Structure Centralised culture unfamiliar to employees
Lack investment network upgrades
Loss customers due to functional structure
Outsourced customer service
Poor public relations
Business rules that did not focus on customers
Exceptionally low employee morale 8 of Comcast top performers selected & interviewed 100 employees
Vision & strategic direction
Ability meet objectivesStrengths/barriers to implementation
Identified key themes
Quality feedback through dialogue with leadership through “Fishbowl” Task Force Importance Opportunities for improvement Attention required to provide superior service
Empower employees to satisfy customers
Simplify business rules & billing systems
Incorporate customers voice in decision making
Customer satisfaction metricsLeadership development
Clarify roles & responsibilities
Ensure sharing best practices
Review meeting frequencies Positive messages Ability achieve goals
Gaining employee feedback to implement change
Enjoy working for Comcast
Strong financial foundation
Competitive wages & benefits
Best productsReliable network
Brand awareness Assumption General Model of Planned Change A) Industry experience
B) New England resident
C) Familiar face
F) Engagement A) Ability to assume leadership
B) Knowledge of market and customers needs
C) Facilitate trust between employees and management
D) Casey’s ability to lead and sustain change
E) Employees would see changes implemented quickly
F) Senior management serious about involving employees, and listening to feedback. Entering, contracting and diagnosing Articulate problems:
Lack of customer focus
Not meeting targets
New leadership team
Change centralised operating model
Fear of new model
Select task force Information gathering, processing and feedback Task force interviews
Buy-in from employees
SFP feedback sessions (fishbowl)
Identify obstacles / barriers:
style of GM Design, implementation and evaluation Develop action plan
Introduce operations council
Engage team to examine business rules
More frontline employees
Performance measured on customer satisfaction Emotional Reaction to Change Kotter & Lewin Q8. Lessons Learnt - Cont
SFP engaged the hearts and minds of the workforce.
Org performance impacts all increased, measured from quantitive metrics.
Culture that has a set of transformational values, that employees align to.
Cross function understanding and communication.
With clear pillars org alignment is clear.
HR became engaged in org transformation.