I was asked by someone recently about what it takes to have a career in organisational change.
It used to be that management skills were passed along from superiors, well aware of how an organization worked based on established institutional knowledge. The formula was simple: Take past management strategies, tweak and adjust for current realities and then manage. It’s an approach that was packaged, taught and executed with ease.
So you’ve hired Lloyd Parry to work on your internal change program. You’ve seen the overview of how Climetrics works and understand the value of creating a highly adaptive organisation. But how does the process work? You’ve got thousands of employees spread over branch offices around the world. How can we possibly live up to the promise of adaptive and make change happen at the scale you need it to happen?
The benefits of changing a work culture are well known. When people talk to us about change their questions aren’t about “why” it needs to happen, but rather “the how Inside Climetrics.”
I’ve said before that Climetrics is like a tailor-made bespoke suit. Many change programs come in a one-size-fits-all package. And I think we all know about how well that works out adaptable organization.
Change programs are generally very popular with upper management types. And the pattern is almost always the same; they pick one, implement it - including its almost requisite goals for employee empowerment and resultant employee productivity - and then sit back and pat themselves on the back: Mission accomplished.
By Stephen Parry
At the risk of being accused of stating the obvious, a well-known research company has demonstrated that call centres resolving customer issues at the first point of contact will increase customer satisfaction.