1 Transformation at the IRS Dennis Campbell Harvard Business School September 2009.
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Transcript of 1 Transformation at the IRS Dennis Campbell Harvard Business School September 2009.
1
Transformation at the IRS
Dennis Campbell
Harvard Business School
September 2009
At most service organizations…
Many organizations attractwhatever customers they can
Resort to product proliferation to satisfy the diverse customer base
And have no clear measure of appropriate fit for employees
No alignment
No focus
Focused Entry
Targets a select group of customers
Designs select set of products/services to satisfy its customer’s needs
Selects a precise group of employees to deliver on the service model
Focused Entry
Targets a select group of customers
Designs select set of products/services to satisfy its customer’s needs
Selects a precise group of employees to deliver on the service model
Alignment
Focus
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Successful Incumbent Response
Service model
Shared services
Human resource processingExecutive trainingFinancePurchasingIT…{economies of scale}{economies of experience}
Multi-Focused Firm
Matching Operational Design with IRS Objectives
Operational Design Objective
Organize customers by segment Reduce complexity
Train specialists Increase quality
Task allocation limited within segment Increase expertise and quality
Use technology to capture customer calls Increase predictability of volume
Simplify forms Decrease mistakes
Train customers Increase satisfaction, decrease calls
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Kotter’s Change Process
Phase One: Getting Started• Create a sense of urgency• Create a vision of what the organization will become• Form a change leadership team
Phase Two: Involving Everyone• Communicate the vision often, in a variety of ways• Empower others to take action on the vision• Inspire and celebrate small wins
Phase Three: Ongoing Improvement• Keep interest and effort on further improvements• Institutionalize new approaches, ensuring current leader’s
replaceabilitySource: John P. Kotter, “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review 73(2) (1995); 59-
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