Change Management & Reorganization: 3 Tips for Better Leadership



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In order to survive in complex markets and provide value-added benefits, they must Company to adjust. Strategic realignment and organizational change are coupled. The change is also subject to the entrepreneurial identity.

Change Management & Reorganization: 3 Tips for Better Leadership Change Management & Reorganization: 3 Tips for Better Leadership

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Here writes for you: Stefan Häseli is an advisor for organizational development. Profile

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The luck of new management structures

Overview

Competitive solutions in a changing environment require new management structures. All operational and strategic steps must be coordinated and interlinked, change processes should really take effect, and the intended improvements and goals should be achieved.

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What sounds very plausible in theory, in practice, but then many pitfalls, as Hannes has to experience suffering.

Reorganization is (un) treatable

Overview

Company Hannes once again has a major reorganization behind him. This time, the change is deeply involved in the structures. Verticalization and interface optimization mean nothing more than making everything more efficient and effective. The service areas of personnel development, customer service and sales will be canceled.

The purpose: to make everything more controllable and to allocate costs more clearly. As a by-product, customers have only one contact per department - at least officially. Turning around the matrix organization, which basically does not eliminate a single interface, but intersects the functional lines only in other locations, requires that the processes be rebuilt. Responsibility now lies with the production management of Hannes.

Stress the positive

Overview

Hannes starts at the simple. He records the process of a complaint. However, the word "complaint" is no longer used. New is now called "constructive customer reaction". Thus, the positive is emphasized and the sentence from the mission statement "Complaints are opportunities" breathed new life. Already at "customer calls" lurks the first hurdle.

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There is no central customer service anymore. From now on, each area will handle the constructive customer reactions themselves. The one who sold the product should also be responsible if something does not work. The hurdle is mastered in accordance with dynamic habits with a holding pattern. The customer receives the announcement "please-hold-the-line - the call can be recorded for quality purposes" and then the invitation "for a constructive customer response to product A select the 1, to B the 2" and so on. That fits.

Map process diagram

Overview

Hannes does a caching. Following this classification, customer inquiries now end up in product division. But with whom? The four posts from the suspended customer service were split between the six divisions. Thus, the lines are busy only six hours a day.

So it is necessary to turn on a ring call, to organize the substitution control and to map it in the process diagram. 'That makes sense,' Hannes says contentedly. After all, we can respond to market needs so quickly. Every customer should land in the right area. If he arrives then.

Paper exercises in the sign of progress

Overview

Hannes continues to design. In order to increase the cost transparency (that everything somehow benefits the customer - Hannes just does not know how), the average waiting time in the areas should be concentrated. In order to get into the definite waiting loop, Hannes needs a next announcement, which is noted in the process diagram: "Thank you very much for your constructive customer reaction. We appreciate your openness. Unfortunately, all our customer advisors are currently busy and can not answer your call personally. "

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So as not to give the impression that the company has too many such reactions, the next standard will be put into the voice box "Your feedback will please us and take us further". Hannes is proud. The sentence suggests: "The longer you wait, the more progress you will make in the near future". That's the key to getting closer to the market. Paper exercises and organizational chart postponement projects definitely have relevance to the customer. Hannes saves the "constructive customer reaction" diagram and starts the process of "regaining lost customers".

Three aspects of leadership in the service of the customer

Overview

Almost every company with customer contact boasts "customer orientation". It is often neglected that their implementation is one of the core tasks of corporate governance. Leaders carry a "ship" or in other words: every ship needs its captain. A leader stands in front of the bridge, communicates, guides, is observed and is a role model - in dealing with employees and serving the customer. Here are three aspects crucial:

1. customer focus

Overview

The Leader designs processes and products. Even in the first step, these should be customer-focused. Companies that only accept customer concerns via detours and waiting loops are less customer-oriented. The customer wants to be heard now, not to be put off.

2. Honest mission statements

Overview

"We are here for you", statements like these can be found in many mission statements. And they quickly become absurd if they serve exclusively to decorate the homepage or advertising brochure. The customer as a salesperson can expect that a company is really there for him when he needs it.

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3. customer benefits

Overview

The customer focus is not just on posters, but in the heads. Into the heads of all employees and especially of all executives. What does the customer actually have from it? This question has to be asked constantly in all parts of the company. Only a positive answer serves the customer's benefit and thus the company.


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