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Desert Communication Operational Change Action Plan
Desert Communication Operational Change
Desert communication is a communication company requiring drastic operational changes and effective change management plan. This need arises from the decline of the net profit. There is a call for the relocation of resources for the company to benefit from the added services to the communication sector. The company realizes the need for improved organizational performance by increasing the output of employees. This is through integration of strategies and achieving a higher customer satisfaction rating for employees at the service call center. The goal is to identify the operational change plan for the company that will reduce the cost of operation, increase productivity, profit, and market share. This is by making sure that the change strategy not only focuses on reduction of cost, but also improvement of quality.
The action plan utilizes operational change since it is a robust method of reducing costs, increasing profits, and realigning expenses while improving profits. The goal of this action plan is to develop an operational change plan that exceeds the basic utilization of process improvement methods like lean or Six Sigma. The action plan follows the four basic principles of operational change indentified as integration, optimization, centralization, and standardization (Yearsley, 2004). The action plan uses standardization in business processes like maintenance, delivery, and production. Standardization is applicable to desert communication since standardization especially at the customer support center improves costumer rating (Yearsley, 2004). Standardization processes for the call center makes use of set protocols for greeting and receiving customers, diagnosis customer's problems, resolving issues, and ticketing.
The integration process entails the assimilation of different processes, activities, systems, and strategies in business. For a company in the telecommunications sector, integration processes are vital part of business processes (Barata, 2004). Integration can take the form of external or internal processes. Internal integration involves the assimilation of all business processes and operations occurring within the internal environment of the organization, like human resource (Yearsley, 2004). External integration involves the assimilation of multiple processes and operations with the external environment of the organization like enterprises, partners, and community (Barata, 2004). For desert communication, integration processes that can reduce costs, increase profit, and improve quality service to consumers are numerous. For this company, the integration strategies involve improvement of customer services through the call center, customer life cycle, involving delivery, and billing (Barata, 2004). Integration occurs at the internal level involving the different departments. Integration also occurs at the external level involving subcontractors, outsourced service providers, and suppliers.
Centralization is an important step in operational change, especially if there is a need for change in services. The core value for this principle is the removal of redundancy and the realization of economies of scale (Barata, 2004). The goal for desert communication in this process entails the performance of similar functions in fewer locations, vendors, and suppliers. This means that the company will centralize all its business processes like the customer call center into a single location (Yearsley, 2004). Other business functions that are centralized in the change process include accounting, advertising, human resources, legal, and information technology. However, this action plan realizes that the main barrier to effective centralization is organizational culture. This therefore, calls for effective change management approaches to orientate and familiarize employees with new changes.
The last process in the operational change plan is optimization. This process occurs after the organization has completed the change process through standardization, integration, and centralization (Yearsley, 2004). The process involves the optimization of performance to achieve maximum value, higher profits, increased quality services, and higher market share. In this stage, an organization is required to make use and integrate proven processes of improvement like lean and Six Sigma in business processes (Barata, 2004). Therefore, the action plan calls for sustainable improvement of business processes, especially in service delivery to consumers. This requires the continuous streamline of processes and systems, while employing a structured change management plan, and the maintenance of balance between cost and quality.
For desert communication, the goal of their change plan is to realize cost reduction, increase profit, and improve quality of service delivery to consumers. The action plan entails the utilization and maximization of the advantages and benefits of the four principles of operational change. In addition, as a communication company, Desert Communication requires balancing new service delivery safely and quickly as competitive prices, lowering costs, while fighting for a higher market share. The broad goals of the change plan involve the improvement of the market segment, increase personalization of services, offer consumers richer communication services, open infrastructure to third-party integration, and accept failure (Yearsley, 2004). There is strategies Desert communication requires to implement immediately to monitor the success of the action plan.
The standardization action process requires strategies like the education of all call center representatives on the customer protocols, products, and services offered by the company. This also involves the education and training of call center employees on the connection of old and new products. The company needs to be aware of all details pertaining to products and services offered by the company, monitor how call center employees meet protocols, minimize dialogue with customers, and manage call time. Monitoring and evaluation of the call center involves processes like call tracking to track services and products sold, quantity and quality of calls to current consumers and potential consumers.
Desert communication also requires change management strategies that implement and monitor the integration process. Monitoring strategies for this process entail customer surveys that collect data from the market segment on the performance of the products and services (Lubowe & Blitz, 2008). This includes methods like email, online, and telephone surveys. The information gathered from consumers can be used to develop computer processes. These processes include databases and software applications that provide the call center representatives with information on products and services and data from consumers. The company requires integrated software, which caters for issues already in the system, and a database that provides consumers a quick access menu. Overall, since communication involves security and integrity issues, Desert Communication requires policies and disclosures to call center representatives.
There are many methods Desert communication can adopt to achieve centralization of business processes. This action plan recommends Desert communication make use of smart applications, which analyze products and services, displays consumption and market information. The company requires smart applications that promptly suggested new products and services consumers may desire to purchase from data from sales history (Lubowe & Blitz, 2008). The software provides Desert communications with the ability to analyze call center records and prevent the interaction of data. This prevents repetition, intrusion, loss of data, and makes it easier and faster for call center representatives access, retrieve, and data.
Strategies to monitor optimization process involve the use of the lean production process. To achieve maximum output and quality standard Desert Communication needs the specification of value from the point-of-view of the end-consumer (Duggan, 2007). This also involves the identification of steps in the product life cycle and elimination of steps that do not add value. Optimization in Desert's operations is also possible through the creation of a tight sequence in the product life cycle. This ensures there are no problems and delays in the delivery of products to consumers from production (Lubowe & Blitz, 2008). In the value chain model, lean production process assists Desert Communication eliminates any waste of resources like finances, time, and human resource.
Overall, the operational change process in Desert Communication's involves key phases. These involve the reduction of business processes in the service life cycle time, the increment of operations flexibility and productivity especially among call center representatives. Desert requires an improvement of process flow especially of communication and services between company and consumers (Duggan, 2007). Other strategies entail a reduction of material storage and handling, improvement of organizational performance, improvement of external and internal communication between organization and workers and consumers (Lubowe & Blitz, 2008). The operational change plan also involves the improvement of product and service quality, the reduction of work-in-process inventory, and the increment of consumer satisfaction.
Training, Collaboration, Conflict Resolution, and Teamwork
For the operational changes to take effect, Desert communication needs training and educational forums for every staff in the organization (Creed, Zutshi, & Swanson, 2008). Effective, sustainable, and cost effective training is through online courses via the company's website. The online courses provide employees with the operational change processes, present state of products and services, and new standards in service delivery (Creed, Zutshi, & Swanson, 2008). For the courses to be effective, each staff of Desert communication must take the course. The courses run for half hour each day, for twice a week an overview of the ongoing change process and improvement strategies.
There are several teams of ten employees with managers overlooking the operational output of each. Though the teams are different offering different customer support functions, they make up the call center of Desert's workforce. There is need for collaboration in the work…[continue]
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