Planned Change
Projects
Strategies
1. Reengineering of the budgeting and business planning process.
a. goal setting and overall corporate strategies
Clear roles and responsibilities, Cross-pollination (sharing of knowledge and ideas), Alignment with regional strategies
b. resource allocation between HQ and regions and across regions
Timelines
c. meetings to review plans and progress to make changes as necessary
Cross-pollination (sharing of knowledge and ideas), Demonstrated results
d. metrics to use for consistent communication of business results
Excellent teamwork and leadership, Dynamic processes (not bureaucratic)
2. Implementation of a new performance management and career planning system.
Single source for decisions and opinions
3. Restructuring of marketing and sales operations at HQ into product based teams.
Competitive advantage, Proactive learning how to mange through a matrix organization
4. Improving the relations between R&D and HQ marketing and Manufacturing operations.
Team leader accountability
The above table clearly identifies the projects to be handled with the course of strategies in order to meet the OD goals. For reengineering of the budgeting and business planning process, it is very important to identify the goal setting and overall corporate strategies. From this, there should be clear roles and responsibilities to be considered. Cross-pollination (sharing of knowledge and ideas) among members is also important and alignment with regional strategies must also be apparent. The teams need to demonstrate they understand the needs of the regions and are flexible to address them. The alignment should exists between the business plans of the HQ teams and the regions and the teams should understand the REALITY of what goes on in the markets. They should have a clear agreement on developmental plans for products and launch of new products and understand the relationship of their products to the individual market needs and objectives.
Conversely, timelines for resource allocation between HQ and regions and across regions should be clearly identified. Actually, timelines respond to timely input to region on regional plans and fast response to queries. Similar to goal setting, cross pollination and demonstration of results should be apparent in order to address the needs in meetings to review plans and progress to make changes as necessary. As part of demonstrations of results, agreements must be kept and plans that are set should be implemented or achieved. Tangible results and benefits must be seen, and teams must keep to their budgets, and if not, regions understand why.
Apparently, excellent teamwork and leadership and dynamic processes (not bureaucratic) are tools for consistent communication of business results. This means that excellent communication among marketing, sales, technical, and finance must be seen and excellent communication and cooperation with regional personal and HQ teams—HQ models correct leadership and teamwork behaviors must be consistent.
To implement a new performance management and career planning system, single source for decisions and opinions must be identified. Basically, competitive advantage and proactive learning how to mange through a matrix organization can be use to restructure the marketing and sales operations at HQ into product based teams. Meaning to say, leveraging of resources available in all areas and access of expertise outside of function or team should also be considered. On the other hand, it is team leaders’ accountability to the relationship between R&D and HQ marketing and manufacturing operations.
Credit:ivythesis.typepad.com
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