Business Finance Homework Help

Change Vision

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In
this discussion, we focus on the vision for your own change initiative.
Use the questions below to develop and refine your vision statement:

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• What is your vision statement for the change initiative you have chosen for your Assignment 2 projects?

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A
unified E2E tool that will provide system accuracy and a single source
of truth through its ability to provide clarity, ease of use, and
confidence. This will allow us the opportunity to maximize offerings to
our customers and focus on future platform alignments.

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• Why did you choose this vision?

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Based
on the focus for the working team there needed to be a deliberate tie
to the WIIFM for the team members, how this will assist us for the now
and ultimately a focus on iteration to continue to transform the
business (Kotter 1996).

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Additionally,
as you look at how organizations can succeed in their industry, they
will need to ensure they are focusing on what their market customer
technology needs will be post pandemic (NCBI 2020).

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• Use the EVM tool presented in this week’s lecture to help you further refine your vision statement.
• Strategic–
  Alignment of a full-scale E2E initiative that will address
  organizational pain points and begin alignment towards North Star
  Architecture
• Operational- The ability to create cross-functional success metrics that will also, align to secondary team and initiative objectives
• Financial–
  Leverage insights to create pre/post mortems of how initiatives are
  sized and created. This will allow the teams to analyze life cycles,
  fall out, and overall cost impact.
• Organizational-Cross
  channel process improvement initiatives that are aligned by focusing on
  current initiatives and identifying gaps that will transform how we do
  business (JWI 555, WK4).
• How much alignment to this vision do you feel is already in place, even if it is not well articulated yet?

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The
alignment across our workstream is solid. We have identified and shared
all compiled elements of the E2E process and the impact on the external
and internal customer. The reason for alignment success is to complete
many alignment sessions across all impacted teams to understand their
key pain points and ideas for enhancements.

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The
next step is validation for all via a visual map that articulates what
all of the teams provided as their current processes and the overlay of
pain points. Then the team worked through a high-level future state
solution which encompassed Quick wins, greater partnerships across the
business with understanding Work in Flight, leveraging new synergies
across channels to connect to one unified workflow management system as
well as enlisting more adopters to the overall focus (Welch 2005).

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Going
through this evolution with all of the impacted teams allowed for a
sense of trust and ownership with all of us to get to what a new future
state could be. We now have to pivot on accountability as we navigate
through the work in flight and gaps (Lencioni 2002).

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• What steps are needed to communicate the vision and align stakeholders around the change initiative?

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The
steps that are needed will be really aligning with the leadership
stakeholders and business sponsors on what the strategy is, how we will
measure success, how we will mitigate risk and how they can help drive
work forward.

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We
will also have a cadence with a working team to work through current
initiatives for prioritization and create what is needed for identified
gaps.

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There
will need to be a strong network established with leadership as well as
the key members of the working team. A balance of success stories and
rewards need to be provided to ensure your adopters stay engaged and
keep assisting you with driving awareness and key measures.

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Lastly,
continue to align on organizational synergies to understand any work
that can be integrated into a plan that could provide greater efficiency
to high impact initiatives (JWI 555, WK4).

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References:

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JWI 555, Week 4, What’s Your Vision?

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Kotter, J.P. (1996), Leading Change. Boston, MA: Harvard Business Review Press.

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Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA: Josey-Bass.

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NCBI
(December 9, 2020). Information technology solutions, challenges, and
suggestions for tackling the COVID-19 pandemic. Retrieved from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC77242…

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Welch, J. (2005). Winning. New York, NY: Harpers Collins.