At end of 2021, the two founders of BIT decided to retire.
The management of the Company was entrusted to the daughter of one of the founder: Emma.
Since she was a teen, she has been involved in the family business but after graduation (in philosophy) she spent some years working abroad in an IT distributor company. Meantime, she obtained a MBA.
New top management in BIT.
Emma founded BIT in good financial health but there was a palpable tension in the Company team.
The strategy to growth in the public sector worked very well. In few years the revenue of the public sector reached about 50% of the total turnover (with a lower margin compared to the total margin of the Company). This growth had caused however a small internal war of resources in the three business units.
Most of the management believes also that the big effort performed in growing in the public sector has jeopardized (in part) the cloud strategy and in same aspects the established governance of the Company.
Finally, there is a quite toxic atmosphere between the management (and relative teams) of the three business units.
Twist of fate, Emma’s first day in his role of GM was the 1st April. She invited all employees (including the management) to a general meeting for 9.00 (presence mandatory; BIT has been adopted a flextime for a a quite long time).
She reviewed the most important historic success of the Company, taking the chance to thank who was still present in the Company.
Finally, she passed a simple message to all employees at once, without any kind of distinction of hierarchy. The message was really very simple and short: her first priority was to align operations to strategy. She was going to start with the top management but then this target should become a priority for each member of the Company. She wanted a Company ready (and willingness) to change.
Change manager or quality coordinator? Why not both.
After the general meeting, Emma invited the quality coordinator for lunch. Emma knew very well that this person had an holistic view of the functioning of the the organization and he’s advise was taken seriously by all employees of BIT. She needed his help to propose a unified approach to change management to all members of the Company. She explained to him that she appreciated the results obtained by the management in the integration of the balanced scorecard with the ISO 9001 system in order to align strategy and operation but she believed that it was necessary to reinforce the message with additional tools. These tools should be more “designed” oriented in order to reinforce the message with (Emma estimated quite a big portion) the employees that didn’t like formal (quantitative) approaches.
Emma needed not just a quality coordinator but also a change manager in her new adventure. She was surprised that the quality coordinator reacted with enthusiasm to her proposal. He said that he looks forward to introduce a change management approach based on the ADKAR Model but he asked an external support (a consultant). Emma was pleased to accept this request.
To know more:
The importance to agree on principles in a change management process.