"This document will study the difficulties in applying change processes and systems in the traditional life cycle of any given company and the creation of a successful change management roadmap, to be integrated into the diagnostic of any given company". Change process often needs to be initiated by a person who is external to the company, and independent and objective about the company's situation. In this case, an audit is useful to enable the company to realize its weaknesses. This audit allows the company to have an impartial vision on its global operation, to have data on main issues and to start implementing the improvements necessary through more communication in order to increase the company's global profitability. This means that communication is not developed enough at the present time, and this blocks company effectiveness by increasing delays and costs. To Improve cooperation and synchronism between business units the CEO wanted to implement a systemic change based on the Model of Cooperative Conceptual Change (M3C) which consists in:
-managers training to new managerial tools and techniques
-the intervention of an external trainer (Virginie) to change team and individual behavior
-inciting managers to have a daily pro-active attitude,
-and enabling them to realize the impact of their actions thanks to models.
[...] Reliability Matrix is depending on commitment and competencies. Lack of commitment can block competencies acquisition. ►FIrst impact: the competencies increase It is important to insist on the increase of training to develop people engagement. ►Second impact: the accent put on engagement In order to clearly express the commitment company is waiting from its employees, the production manager drew up a code describing the parameters to respect in order to be as engaged as possible. These aspects will be part of the new corporate culture. [...]
[...] The stakes of the change and the areas she had to act on are very important. Moreover, this training allows to understand that collaboration and competition can be mixed in order to stimulate initiative and motivation, as well as operation results. Leader role can be perceived as a responsibility for: - people motivation and implication - explaining the reasons for the change - implementing clear objectives - creating a work environment favourable for business performance - creating communication and collaboration between business units - favouring the empowering and the progressive increase of autonomy - restoring the individual trust and self-esteem - A modification of work relationships: The training to M3C allows to understand the stakes of relationships in a successful change process. [...]
[...] good inventories production maintenance (no stop in capability production) (with no investements) production added value per operator shifts costs is due to specific customers' requirements Team climate People start to be proud of working for RC increase in relationship to the autonomy operators of each individual, for a more fair salaries and appropriate had an increase in salary Results for overall Rubber Company French operations: taxes The results obtained show that the use of the Cooperative Contextual Change Model helped to successfully combine Theory E (economic and operational output) and Theory O (organizational structure and climate) (Beer & Nohria, 2000) and create the basis for stable dynamic change in the future. How did the training on the M3C help to drive the change process? [...]
[...] Moreover, it is particularly important to take care to people need of security, which is very important in the business world by: - not stressing people, giving all the time necessary to achieve their goals and reach a certain degree of stability - explaining how the decision has been taken, thus change made sense for everyone Objectives: - entrusting people in their own potential and reinsure them of their importance - involving them in the change process by participation - making them understand WHY it is necessary - implementing trust, communication and collaboration at all level Results: people will feel implicated in the process, which was implemented in a very soft way, ensuring trust, communication and collaboration. How to implement the change process? [...]
[...] Indeed, CEO need to have the agreement of all party involved through a clear explanation of the stakes of the change - Testing the viability of the change by doing a pilot test to ensure its viability. The future of the Rubber Company: This external intervention has given the impulsion for a new mentality, favouring effectiveness, permanent personal and global improvement as well as closed relationships and communication. This external intervention was beneficial to the company, giving again the faith in future and demonstrating that difficulties of a change process are minimal compared with the benefits of the change for global and personal effectiveness and well being. [...]
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