20 Jul Review ‘Managing Transformation at National Computer Operation
Review ‘Managing Transformation at National Computer Operations (NCO)’ on pages 70-73 of the course textbook. How could Finnvold conduct an organizational diagnosis that might begin his implementation? Comment on NCO’s readiness for complex change and two ways you might ensure mutual engagement if you were in Finnvold’s position.PLEASE REPLY TO MY CLASSMATE RESPONSE TO THE ABOVE QUESTIONS AND EXPLAIN WHY YOU AGREE? (A MINIMUM OF 125 WORDS) CLASSMATE’S POSTFinnvold’s task for change within NCO is to enable employees to adopt the customer perspective and to become a world-class market competitor, under two conditions set by the new chairman: the bank would market services to external customers and allow external vendors to sell products internally (Spector, 2013). This change was somewhat forced upon NCO, because NBG announced that, in two years, all bank operations could use computer services from any vendor providing excellent service (Spector, 2013).Finnvold must take immediate action for implementing effective change using diagnosis and mutual engagement. “Diagnosis is meant to create learning about the real, current and unique dynamics impacting the organization’s performance” (Spector, 2013, p. 53). Finnvold should follow the flow of 1) shared diagnosis for all employees and levels to learn what needs to change and why, 2) mutual engagement to identify where the gap between where the organization is now and the desired future state, leading to 3) a dissatisfaction of the status quo which will unfreeze the current social norms leaving NCO open and ready to change (Spector, 2013).Finnvold should begin diagnosis by announcing the major change required and immediately building a team of subject matter experts from all areas within the organization to help develop a necessary strategy for developing a cross-functional, supportive, design for their products and services. That strategy, aiming to develop a systematic focus, should lead into the organizational diagnosis (Spector, 2013). The SME team should a) engage in data collection through interviews, questionnaires and observation, and, b) create and engage in discovery dialogue to make sense of the collected data (Spector, 2013). NCO is absolutely not yet ready for complex change, but could very easily be given time and direction. “Effective change starts with action, not solutions” (Spector, 2013, p. 52). That action is diagnosis and mutual engagement through a systematic approach for a new way to view the work at NCO as customer driven. “Mutual engagement helps build commitment to the change process among those who participate” (Spector, 2013, p. 51). In NCO’s current state, there is no shared goal or mutual engagement for change because value is defined internally for each team. Mutual engagement begins during diagnosis where a culture of dialogue is implemented (Spector, 2013). In Finnvold’s situation I would ensure mutual engagement through the diagnostic process and decentralization of power within each area of the organization. I think that it will be necessary to bring in external consultants to help reshape and solidify the organizational structure prior to opening the floodgates of market pressure. References:Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
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