Managing Change Within an Organisation
Autor: Amin Manzouri (UK) • May 26, 2019 • Coursework • 2,126 Words (9 Pages) • 535 Views
For this example I will be discussing a time that we conducted a Robotics Process Automation study to the Operations department for one of our clients (a large scale US investment bank). In theory this change will bring about significant competitive advantage to the firm as there would be a reduction in human error during transaction processing and reduce lead times in which reconciliations can be processed.
If we apply the Switch model to analyse this change:
Rider | Elephant | Path |
The tasks are very repetitive therefore automation frees up the individuals time to focus on more value add tasks | Resistance to change of day-to-day habits | A more streamlined automated process that will sit on the user’s desktop and mimic tasks that are based on structured data |
The user can upskill in other areas of the middle office | Resistance to adopt new technology as there will be a fear that their job may be put in jeopardy | A platform to allow mobility within the organisation for users to have the opportunity to upskill across different functions |
They can take the opportunity to learn about automation technology | Stepping out of the comfort zone will be too hard, so why bother? | |
Stepping into the unknown |
For any organisation (especially a bank) to stay ahead of their competition, they must embrace change. In this case I feel the users were not really consulted or advised about the proposed change to introduce automation. They may have also felt that due to previous failed change attempts within their business this would be another failure. The culture of this organisation was one that was always resistant to change.
Thinking about your change challenge, find a bright spot in the organization. Analyse the bright spot – what insights does it give you for spreading and embedding the change?
Keeping with the same change theme as described above, if I was to apply the bright spots theory to address this change, I would portray a picture to the users where the boring repetitive tasks will no longer need to be part of their day-to-day activities. They can network across other areas of the organisation, further upskill and put themselves into a position which will allow them to work cross function. To demonstrate this bright spot, I would give them tangible examples of how this is working well within asset management especially as part of the reconciliations process there. I would share metrics around performance improvement and how errors have been significantly reduced.
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