Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

MGMT5570 - Comcast Case Study - Team ABBA

No description
by

Gry Stene

on 22 February 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of MGMT5570 - Comcast Case Study - Team ABBA

Q5. Change Models and Comcast Key Steps Bridges Transition Model Q3. Key issues and importance of Task Force Key Cultural Issues Topics Q3. Key Cultural Issues
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
New competitors
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

D) Authenticity

E) Action

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:
Staff disempowered
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:
poor communication
ineffective leadership
style of GM Design, implementation and evaluation Develop action plan
Introduce operations council
Remove obstacles
X-functional teams
Engage team to examine business rules
Quick wins
Customer feedback
Performance mgmt
More frontline employees
Leadership development
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.
Full transcript