Managing Transformation at National Computer Operations

Managing Transformation at National Computer Operations

Summary:

        The case talks about a new chairman of National Bank, name Gar Finnvold. He knew right away that the organization needed to change in order to transform itself over the next two years. He has over 1,000 employees that enjoyed their whole careers, what amounted to monopoly status. The bank has been the provider of the computer support services to the immense, global enterprises of the U.K based National Banking Group. Finnvold however said, that within the next two years, all banks would be free to purchase their services from any vendor of their choice, which then this messes up the whole monopoly National Computer Operations (NCO) that they had in the company for years, and that can messes up the support the company has with their employees. Now there has to be a comprehensive plan to attract their customers to pull in when the market opens to the other vendors. The first implementation plan for change is to enhance strategic renewal of National Computer Operations. This then has to be carried out and to come up with an idea that identifies the status of the future of the company. The Second would be to identify the purpose of National Computer Operations through redesigning the organization. The last important element when constructing a plan for implementing change in NCO structures is the alteration of the behavioral aspects.  Finnvold felt like they need things to sell and that would be best for the company and the new changes he think NCO should have.

1.        The Implementation plan for change that would enable Gar Finnvold to create a fully competitive computer service within two years would be to

1. Would to fix the Compensation system to give better portions to different employees a pay that would be based on performance.
2. Possible focus on the managers and determine what necessary skills and if they don’t have the skills possible send them to a position elsewhere in the bank.
3. Mentions to the employees that there will not be any more layoffs to the employees so they don t have to be scared of their jobs.  
4. Have a type of discussion with the staff and management on what’s wrong with the company because this can help spark some ideas and to help brain storm on ways to help

• Develop a vision statement for NCOs future, this will get the employees to stand by something everyone can be proud of

1. If not wanting the non-management employees be involved then have Finnvold and management have a meeting that can have ideas to develop a vision and strategy for NCO.         

• Possibly off Site to start away from distraction from other employees

1. Have a small survey customers get knowledge to help determine the satisfaction they are having with NCO or even anything that should change or keep the same.
2.  Reconsider allowing the Bank units to outsource computer services

• That the last thing you need to do is eliminate performance pressure from the organization

B.         The focus in the case is systematic mutual engagement. National Computer Operations needs to create a type culture to discuss about to have the employees follow by and be involve that includes constant data collection as in feedback using as many levels and as many tools as possible. If organizational diagnosis generates frustration with the status quo, employees can participate in redesigning behavioral patterns to support strategic renewal and outstanding performance. Organizational diagnosis and its important are to provide future projections the success of the organization, as it can open ideas for creating a change in the company.