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CASE FACTS
Companys Background
Digital Vision
Operations & Technology Org, Reporting relationships & roles Marketing & sales strategy
Three sectors Commercial print, Networked Services, and Information Resources Highly autonomous Division mangers were vice presidents Held accountable for operating profit Business group contained plants (divisions) Its own sales force Groups P&L is aggregate of Divisions P&L
SALES FORCE
Sales force numbered nearly 500 people
Had considerable knowledge about customers Quite involved with customers E.g. helped reduce inventory, shorten cycle times Upper management came through sales
DIFFERENCES IN ORGANIZATIONS:
Traditional: long runs Economies Of Scale Digital: Short runs System
Databases
Speed Use this as a marketing tool Unclear who is the customer
APRIL 94 - JAN 95
Accounting system
DIGITAL DIVISION
Manufacturing database
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Determine potential competitive advantage Explore economies of scale Convinced staff & customers Analyzing traditional approach Aimed at more speed & Instilled checkpoints Improved financial data
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PROOF OF CONCEPT
DEPLOYMENT COMMITMENT
Phase III review Final financial review requiring Sr. VP approval before deployment Actual metrics compared to the planned values Verification of process and roles & responsibility issues Only program manager has authority to take critical decisions
POST COMPARISON
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3. The process doesnt seem transparent 4. Lack of clearly articulated mission at each level of operation 5. Focused on current customer needs rather creating long term strategies 6. There was no companywide rollout plans. Individual team goal were not aligned to the organizational goal
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AN ACTION PLAN.
1. 2. 3. Restructure the organization such that each employee at all levels is clear about their roles & responsibilities and also their reporting authority An HR system in place that aligns companys goals with the individual goals A clearly articulated mission for each team at all levels
4.
5. 6. 7. 8.
Weekly/monthly/daily meeting should be conducted within the team depending on the criticality of the work
Divide the work among the teams in a manner such that there is no duplicity for the same work Incentive mechanism needs to be improvised. Revenues should contribute to partial incentives, this will reduce tendency to work in autonomously There is a need to build company rollout plans. Induce transparency in the work culture . Employees should have right to ask questions and be answered.
2. Weekly/monthly/daily meetings
3. Divide the work among the teams in a manner such that there is no duplicity for the same work 4. Induce transparency in the work culture
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Thank You !
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