Presented by Team 2: Boukhalfa Taha
Benamar SoukainaEl Hatimi LamyaeLakribssi Kaoutar
Sahli Mohamed Salah
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EIS SIMULATIONWHAT WE LEARNED
Academic Year 2011/2012
Professor :Pietri José
Plan 1. The Context
2. The Strategy
3. The Change
4. Results
5. Team dynamic
6. Our Team
7. A good strategy
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1- The Context Our team is sent for 6 months by EuroComm Corporation to introduce an innovation in one of its
subsidiaries : Teleswitches LTD.
The innovation is the Executive Information System that is supposed to increase the company’s
performance.
Ann Finkelbaum, the CEO of Teleswitches, has been asked to implement the EIS for 2 years but was
against any change.
Both sides (Our team and Teleswitches members) don’t have any information about each other.
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2- The Strategy (1)
2.1 Global Objectives :
Analyze the environment
Convince first the top managers to reach the approval of the
CEO
Once the managers adopt the EIS, they would be in charge
of conducting the change within their teams.
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2- The Strategy (2) 2.2 Steps defined Analyze the organizational chart =>determine the 5
managers conserned by the personality study
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6The EIS Challenge(www.calt.insead.edu/eis)
AAAngehrn/INSEAD
{ MANAGEMENT TRAINING }
{ SEEK ADVICE }
{ PERSONAL PROFILE }
{ TASK FORCES }
{ INTERNAL MAGAZINE }
{ DIRECTIVE }
{ WORKSHOP }
{ NETWORKS }
{ COVERT LOBBYING }
{ COFFEE BREAK }
{ DIRECTORS MEETING }
{ ELECTRONIC MAIL }
{ QUESTIONNAIRE }
{ PILOT TEST }
{ STAFF MEETING }
{ FACE-TO-FACE MEETING }
{ MEMORANDUM }
{ EXTERNAL SPEAKER }
Initiatives
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George Glenn
Hillary Ross
Franck Scotti
Donald Pierce
Ernest Stone
20 years of service International
experienceTrust : a key value
Traditionnal processTravel to see what happens elsewhere
Likes interaction lunch/dinner
Sociable
Cost Control
Accepts change only for cost improvment
Wild ideas
New within the company
Not organized
Personnalize work
Potential of HR
« people person»
Oups!!!! Negligence of the structure of the company : closed hierarchy
The approval of the CEO was mandatory for many key initiatives
Not understanding the initiatives (something we didn’t do)
Misreading the organization chart (the key actors)Forgetting to predict the managers reactions to change
Facing some strong characters when it comes to change
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2.3 - The change (1)
Meeting Ms Finkelbaum earlier than planned
Getting the interest of Cynthia in The EIS is primordial
Informing all teams about the project
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2.3 - The change (2)
The reflection of changing some key points on our strategy :
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Initiatives /phases
To do Not to doAwareness • Get information to analyze the
different managers personalities by Personal profile, networks
• Introduce your team and mission by Memorandum for example
• Neglect the company’s hierarchy and the influential networks
• Impose the project by sending electronic mail or asking for face to face meeting or seek advice.
Interest •Solicit face to face meeting and seek advice to drive people towards the project goals
•Favor directors meetings and staff meeting discussion when the managers are interested enough
•Organise a Pilot test or a questionnaire when the interest level is not reached yet
Trial •Take initiatives at the right time and know what to prioritize
For example sometimes it’s better to organize face to face meeting than workshop. Other times, it’s better to do the opposite.
•Use Covert lobbying to get to our goal faster
Experience
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To Do Not To Do
Strategy Point out and start the change process with influential people
Deal only with department heads and neglect influential
networks
Initiatives •All channels of communication are important
•Favor directors meetings when the leaders are
interested enough.
•Disregard the organizational chart
•Use lobbying in companies where trust and teamwork are core
values
4. Results (1)
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4. Results (2)
Aware Interested Trying Adopted
Ivan Skull Ann Finkelbaum Donald Pierce Frank Scotti
Omar Schal Bart Bell Hillary Ross George Glenn
Silvia Linn Cynthia Jones Linda Dubois
Ernest Stone Mel Schmidt
Jean Bonnain Quentin Ryan
Ken Lee Tina Fein
Nick Meyer Victoria Strong
Pam Kahn Wilma Long
Rob Boss Xavier Ras
Urs Dodd
3 10 9 2
The CEOThe 5 top managers
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4. Results (3)
discovery of the
networks and tools
Seek advice + Face to face meetings
Covert Lobby
Directors meetings
The graph slightly started taking off at the third week
The call from Eurocomm, the first week, made us think that the number of
decisions taken matters
5. Team dynamics
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Collaboration to define the strategy and take decisions
Resort to votes when an agreement isn’t reached
No leader and followers pre-defined
In reaction to unexpected events, the members of the
team adapted together the strategy according to the
feedbacks
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0
10
20
30
40
50
60
70
45 min 1h15 1h30 1h45 2h > 2h
# of decisions
5.1 Decisions made throughout time
5.2 Quality
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First stage : good quality decisions respecting the elements of the good decision chain
Following stages :blurry decisions due to the level of stress and unexpected events
Our Team
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Soukaina in the role of :« Sorry for being late !!»
Salah in the role of :« Guys !!! No more time !!!»
Kaoutar in the role of:« If we do this, we will win !!!»
Lamyae in the role of :« No, we already did this !!!»
Taha in the role of :« Relaaaaax guys !! Take it
easy»
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Soukaina ‘s role
Contribution :
Vibes-watcher, Analyzer and coordinator
Impact :
Make our work more productive. Respect and listen to other members'
views
Without me :
The team would have lost its focus
They wouldn’t have lost time getting me involved
Lamyae ‘s role
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Contribution :
-Analyzing the feedbacks
-keeping records of all the initiatives taken and their
outcomes
-Initiating votes when the team disagreed
The impact :
-Remembering why and when an action did or not happen
Without me :
-No records kept of all the initiatives
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Kaoutar ‘s role
Contribution:Giving my opinions Understanding the feedbacks
Impact: Take decisions when the situation has stagnated
Without me: The overall score would have been better if I didn’t initiate a covert lobbying
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Taha ‘s role
Contribution : Analyzing the situationDealing with unexpected events
Impact :Motivation of the team members
Without me :
Increase the level of stress and its impact on our decision making process
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Salah ‘s role
My Contribution: Supporting the team while making decisionsKeeping track of the timeInforming the team members of the time remaining to take the best initiatives
Impact:As time was passing, I pushed the team to take quick decisions
Without Me:The due date wouldn’t have been respectedThe level of stress wouldn’t have been high
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What is a good strategy to implement change?
Prepare how to inform about the project
Know about the different profiles of influential members
Analyze who is responsible for what and the internal
interactions
Gain the support of key actors
Understand the corporate culture and don’t neglect the
hierarchy
Respect the deadline in our decision making proceess
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ORGANIZATIONALDIAGNOSIS
INDIVIDUALS
NETWORKS
ORG. CULTURE
Role & history
Attitude towardschange
Motivation & Resistance
Influence
Formal & informalnetworks
Power & diffusionnetworks
Communication culture
Positive/negative signals
Values & vision
Mgmt style
The EIS Challenge(www.calt.insead.edu/eis)
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STRATEGY
ORGANIZATIONALDIAGNOSIS
EFFECTIVE ORG.L
INTERVENTIONS
Adaptive
Explicit
Key driving principles(collaborativevs. competitive)
Leveraging networks& key individuals
TACTICS
Adapted to people, timing& adoption stage
Target individuals vs groups
Open vs. covert
Collaborative vs competitive
Expectation mgmt
Process fairness dimensions
AwarenessInterestTrialAdoption
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INDIVIDUALS
NETWORKS
ORG. CULTURE
Role & history
Attitude towardschange
Motivation & Resistance
Influence
Formal & informalnetworks
Power & diffusionnetworks
Communication culture
Positive/negative signals
Values & vision
Mgmt style
PROCESS
AAAngehrn/INSEAD
The EIS Challenge(www.calt.insead.edu/eis)
Thank you for your attention
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Now it’s your time to take the right decision and ask the right questions
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