Cases
Some
cases to ponder (from the internal consulting page):
-
Manager
calls HR rep regarding a valued employee who has decided
to leave because he has received an offer with another
company with a substantial salary increase. Manager wants
HR to meet or top this offer. This salary goes beyond the
pay "band" for the position. Old response: we
can’t do that – it would create an exception that we
would then have to make for everyone. New response:
Recognizing the value of this employee’s skills and the
shortage of good skilled people, HR meets with Manager,
asks questions to get a complete picture of the situation,
and works with Manager to develop a creative solution to
the problem, even if it creates an "exception."
-
Quality
Engineer in a manufacturing plant sees opportunities for
significant reduction in scrap by redesigning the workflow
processes and instituting continuous improvement
techniques. Making these changes would require some
re-learning from operators and supervisor, a small
investment in new equipment, and would disrupt production
for several days. The QE has data to show the long term
benefits, even though short term there are negatives. Old
response: Engineer makes changes, amid grumbling and
resistance from operators and supervisors, who soon revert
to working around the system to return to old ways of
working. New response: Engineer, operators, supervisors,
and managers collaborate to collect and analyze data,
prioritize, make decisions, and implement lasting
improvements.
-
Insurance
broker calls corporate underwriters regarding a difficult
case, asking for certain rate structure changes in order
to meet the needs of her new client. Old response:
Underwriter examines the data and refuses the submission
as not meeting company requirements. New response:
Underwriter asks questions to fully understand the
situation. Underwriter seeks input from other corporate
staff and works with broker to develop an approach that
accommodates this client’s needs and minimizes company
risk.
-
Finance
group sends out a directive informing business units of
the way financial information must be submitted each month
in order to complete monthly statements. Business units
request certain breakouts in order to help them better
analyze local issues and improve profitability. Old
response: Finance refuses: "That’s not the way we
do it." New response: Finance reps take time to ask
questions and listen to concerns of business units.
Finance also takes time to explain why the requested
changes cannot be made, and negotiates with business units
to find other ways to help them analyze local issues and
improve profitability.
-
Company
has emphasized a "team" approach throughout its
operations. Everyone is encouraged to seek input from
others before making decisions. Many meetings are held,
and much discussion takes place, but decisions seem to get
delayed or stuck in limbo. How do these groups achieve the
goal of input and collaboration and still bring issues to
closure in a reasonable time?
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