Changing Companies – Case Example 2

An internet technology service company (formerly public service, has since turned into an independent business with three executive managers) whose target it is to become more client-oriented. Duration of the process: one year.

The process:

1. Elicitation of the status quo by means of a written client survey as well as qualitative interviews with selected clients.
   The results provided a record of the then-current situation by means of clearly defined criteria, which are necessary for a final success control. Furthermore the analysis triggered an awareness within employees and executive staff for the urgency of change.
2. The executive board thereupon developed basic statements regarding the future understanding of client orientation and created a consensus on the strategic alignment of the company.
3. The executive board discussed the client strategy and the survey results with the business unit managers, agreed upon focal point issues, goals and obligatory approach to change.
4. The survey results, goals and the process were presented to all "90 employees during a mass event. Fundamental exercises created a basic understanding of client orientation and a genuine interest in the topic.
5. Every business unit manager collaborated with his senior staff on implementing the client strategy in his own business unit and agreed upon concrete objectives.
6. The senior staff (together with their teams) then deduced concrete goals and measures from the business unit objectives and then delegated responsibilities.
7. An adequate average of managing staff from all hierarchial levels developed criteria for a competence profile for the prototype of a "client oriented employee", which in the future will constitute the basis for feedback conversations.
8. All managing staff had feedback conversations with their staff members and determined the need for qualification and training.
9. Numerous trainings were held – a basic training for all staff and supplementary/intensified trainings for specific individuals, depending on their needs.
10. The success of the process was evaluated through internal measured values (processing times, deadlines met, problems solved, etc.).
11. second client survey showed a distinct increase in customer satisfaction and that services had improved.