Presentation on Case Study Trust Us PLC

2011

22 Nov,

Who we are?
Hello everybody, my name is Waqas Khan; I am a member of team of consultants,
Bobbit consulting group. We are specialized in planning and implementing performance
improvement programs.
Why we are here?
I am here to assist you (Trust Us PLC) to consider the planning and implementation
phases of the consultancy process model within a pressurized team environment.
Overview of Trust us PLC (Public Liability Company)
Trust us PLC is a financial quoted services with a complex organizational structure
consisting of 26 trading companies resulting in 18 board meetings every month.
The Trust Us PLC shareholders dividends have been maintained over the last few years
but only by profit transfer from reserves.
From the last three years the performance of sales teams has not been very good and
2010 looks tough year for the company.
But the good thing is the performance of the investment funds has been outstanding
and the company has received awards for the best fund management in the last three
years from Money Management Magazine.
Trust us PLC works in market sectors of:

Life insurance
Individual and corporate pensions
Consumer finance
Residential and commercial property

Trust Us PLC breakdown and its employees are:

Trust Us Assurance Ltd (TUA)

1864

Trust Us Pensions Ltd (TUP)

229

Trust Us Group Ltd (TUG)

440

Trust Us Mortgages Ltd (TUM)

81

Mission Statement:
We deliver the highest quality of service to Trust US PLC Policy Holder Through
effective team work, whilst maximizing value to our shareholders
Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

Trust us PLC shareholders dividends are maintained from reserves, the poor
performance of sales teams in the last the last three years, clearly indicate that sales
need to be increased by improving the performance of sales teams, also one thing more
cost cutting in the entire organization to reduce the expenditures or outgoing funds. This
will let the company pay the dividends to its shareholders from profit but not from
reserves.
So Improvements are required in:

Performance of sales teams

Reducing the cost of the whole organization

To improve the sales and reduce the cost of the whole organization, a consulting team
from an extremely well reputable firm i.e. BUSOM consulting has been working with the
board. BUSOM consulting carried out an analysis of the organization looking at both
Hard and Soft data. They have generated targets for improvement in the organization in
2011 and 2012. They have arranged the organization to go though from three main
processes.

Winning the customer

Servicing the customer
Manage the business

Aforementioned processes are streamed in to further specific tasks.

Winning the Customer:

All sales managers to have management training at the end of 2010.

Bring together all the distribution channels into single offices in the field at the
end of 2011.

75% of all sales men doing 15 visits per week by the end 2010.

Achieve specified sales targets for the end 2010.

Reduce sales staff turnover to 30% from 50% by the end of 2010.

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

Servicing the Customer:

Reduce Costs by 5% through restructuring, job losses by the end of 2011.

Organize self management team and customer action line at the end of 2010.

Each team leader can lead up to 10 people.

Reduce error rate to 5% at the end of 2011 (Currently 20%).

Manage the Business:

Reduce Costs by 15% at the end of 2010.

Further reduce costs by 10% at the end of 2011.

To achieve all these 11 specific tasks we have to go through a process by using any
change management model, we are using the model by the leadership and change
management guru, John Paul Kotter. A professor at Harvard Business School and
world-renowned change expert, Kotter introduced his eight-step change process in his
1995 book, "Leading Change." We look at his eight steps for leading change below.

John Kotter's 8 Steps Change Model for Leading Change:

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition (Strong Team)

3. Developing a Change Vision

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains & Producing More Change

8. Anchoring New Approaches in the Culture

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

1. Establishing a Sense of Urgency:

According to john kotter, its become increasingly important to organizations
everywhere in the world and for variety of historical reasons most of us dont understand
that sense of urgency is not there and its not there because the people dont want it,
they just dont understand that they need it.
Urgency is fundamentally an attitude, a way of thinking, a way of feeling, a way of
behaving; its a sense that the world out there has enormous opportunities and hazards;
its the determination level that we have to deal with it, to realize that I am going to do
something that is very important, you have to feel that, its very alert its very urgent and
pay attention to this.
For change to be successful, 75% of a company's management needs to "buy into" the
change. In other words, you have to really work hard on Step One, and spend
significant time and energy building urgency, before moving onto the next steps.
The fundamental reason we need urgency is the way the change is growing up, the
faster the world moves the more you need the change, right at the beginning of success
change you should get a sense of urgency going, and if you dont everything slows
down, tougher, frustrating, hence where the change raise urgency is very important
Urgency benefits manager because it start to get a type behavior they need to deal with
the environment now a days, it benefits managers because you start doing what is right,
more importantly it creates a kind of environment around you that can deal with those
external opportunities and hazards and hence stuff get down faster, smarter, less
frustrating, on time.
What you can do:

Identify potential threats, and develop scenarios showing what could happen
in the future.
Examine opportunities that should be, or could be, exploited.

Start honest discussions, and give dynamic and convincing reasons to get
people talking and thinking.
Request support from customers, outside stakeholders and industry people to
strengthen your argument.
Behaving with Urgency Every Day

Finding Opportunity in Crisis

Dealing with No Nos

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

2. Creating a Guiding Coalition:

Managing the change is not enough you have to lead it, you can find effective change
leaders throughout the organization. For choosing the leader traditional company
hierarchy is not necessary. A strong coalition or team can be build of influential people
whose power came from different sources, including job title, status, expertise, and
political important.
The coalition must have right composition, a significant level of trust and a shared
objective. It is very important that the team develop a level of trust in one another. This
is the glue which keeps all together and functions well. Too often companies initiate
change with low credibility committee which results the initiative falls apart and position
gets weaker than before.
In the rapid change the leader and managers must take efficient, effective and
productive decisions with certainty.
Four qualities of effective coalition:

Position Power: enough key players on team, so that those left out cannot affect

the progress.
Expertise: All relevant points of view should be represented so that effective

decision can be made.

Credibility: The group or team should be respected by those in the firm so that

group pronouncement will be taken seriously by other employees.

Leadership: The group should have more than one proven leader with ability of
driving the change process.

What you can do:

Identify the true leader

Ask for emotional commitment from the key people
Work on team with you coalition change
Keep checking weak areas of you team try to fix it efficiently

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

3. Developing a Change Vision:

A clear vision can simplifies hundreds or thousands of more detailed decisions. A clear
vision motivates to take action in right direction. A clear vision helps to coordinate with
the actions of different people efficiently and effectively. This king of clear vision helps
people understand why you are asking them to do something.
When you are thinking about change, there will be a lot of ideas and solutions floating in
your mind, link these ideas to overall vision so that people can remember what their
vision is.
Effective visions have six characteristics:

Imaginable: They convey the clear picture of what the future will look like
Desirable: They appeal the long term interest of employees, customer,

shareholders and all those who have stake in organization.

Feasible: They contain possible and realistic goals.
Focused: They are clear in guidance to take decisions.
Flexible: They allow individual initiative and alternate responses in case of

changing conditions.
Communicable: They are easy to communicate and can explain easily and
quickly.

What you can do:

Develop a short summary which clearly defines what you see the future of your

organization.
Create a strategy to execute that vision.
Ensure that your change coalition describe the vision in or less than 5 minutes.
Practice your vision speech often.

4. Communicating the Change Vision:

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

Once the vision is created it will determine your success. Most companies under
communicate their vision. When you trying to communicate some new vision of the
future some new strategy for getting there, watch out, how much, and where, and what
are the vehicles for communicating, because it is very very easy for you not to under
communicate a little bit, but to under communicate by huge amounts, in a way that will
literally kill a change effort, even if its a brilliant strategy, even if its obviously so
important to the people at top of the organization, super under communication results
dead change.
Now why this is happened, lets assume, you are a part of core team, which is trying to
device a new strategy, better yet you have just bought a SAP, you are putting in this
huge new information technology system, you may spending half or three quarters of
your day, working on this humongous change which is going to happen in the
organization, now every day the amount of information thats coming at you and you are
passing out, the communication is coming at you and you are passing out on this
project is just humongous, and its feels like that there is just gigantic amount of time,
almost too much time spending on communicating about this stuff, so when you get to
that phase where you really need to make lots of people understand, why ? You are
putting in this new system? What it is? How it ties to some vision you have of the future
of the company being a winner? What is the strategy for doing it etc etc?
There is a tendency to use a few channel, a few speeches, a few memos or electronic
equivalent, and never the less it feels inside like you have communicated a lot but when
I see situations like this, I go down three levels in hierarchy and people are saying
what? They dont understand.
Because in their lives if you look at what they are doing and look at the time that the
communication came at them, as a part of their lives may be its 1/10 th of 1% or 1/100 of
1% of the time in their week, and off course the data being blasted at them constantly its
gets totally loosed. They dont know whats going on.
And the problem wasnt just little bit of under communication, it was a huge amount.
Can you something practical about that? Companies do. They find new vehicles of
communication, and they use interesting merging technologies, they find ways to be
efficient, and thats the key not driving resource after resource in to gigantic
communication program, they find ways to efficiently use whats going on, to beam out
information in lots of different ways, to lots of different people constantly not once a
month, but daily. And that is phenomenally important to make it successful.

Why management training is important?

Muhammad Waqas Presentation on Change Management

Presentation on Case Study Trust Us PLC

2011

22 Nov,

Building a strong foundation

Good managers have a broad base of leadership, communication, performance
management, conflict resolution and other valuable skills. Training new leaders and
keeping the knowledge of veteran supervisors up to date will ensure that the
management team is well-educated and well-prepared for real-life challenges.
Increasing morale
Managers who are given training and development opportunities that strengthen their
skills and help them take on more responsibility will be more likely to feel supported and
valued by the organization. The return on investment for effective management training
is enormous: confident, competent leaders who are dedicated to their work and their
employees.
Improving work relationships
Supervisors who receive training to become better managers will gain the knowledge
and skills they need to prevent or remedy the complaints listed above. They will know
how to communicate and listen, how to treat employees fairly and how to provide
regular coaching and feedback for better performance.

Muhammad Waqas Presentation on Change Management