Surviving Huge Growth by Driving Huge Change

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Post on 18-Dec-2014




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"Surviving and Thriving Through Huge Growth" addresses how support organizations can maximize business growth, while containing and managing Operational Expenses and Headcount.


<ul><li> 1. Surviving Huge Growth by Driving Huge Change The art &amp; science of revolution! Rusty Walther Senior Vice President Global Support </li> <li> 2. A quote for all seasons Most of our obstacles would melt away if, instead of cowering before them, we should make up our minds to walk boldly through them. Orison Marden (1850-1924) Page 2 </li> <li> 3. A quote for all seasons and reasons Most of our obstacles would Success is a lousy teacher. It melt away if, instead of cowering seduces smart people into before them, we should make up thinking they cant lose. our minds to walk boldly through them. Orison Marden (1850-1924) Bill Gates (1955 - ?) Page 3 </li> <li> 4. Agenda Is it D-Day or Mon-day Building a battle plan Communication Knowing your enemy Understanding the terrain Waging the war Declaring victory Page 4 </li> <li> 5. Case Study #1: Network Appliance GSC Global Support Centers 400+ employees 50,000 cases per month Existing Follow-The-Sun model Four cookie-cutter support centers rolling cases every 6 hours Hierarchical support model a technical cast system BIG BANG Loyal customers Miserable support experiences Complex cases long average case age Kill &amp; Ignore Loop Inadequate escalation management Decision to change Consolidate into a 24x7 Flagship Center in RTP North Carolina All English support and all global Escalation support Regionalize within that consolidated model Embedded escalation support into multi-level clusters Consolidate all CSR operations (non-technical) to Bangalore, India Transition EMEA and APac sites to Level 1 Local Language only Shut down Sunnyvale CA Support Center (largest) Execution Timeframe: 2 Fiscal Quarters! Page 5 </li> <li> 6. Case Study #2: Americas TPM Partner-based On-Site Response 12,500 RMAs per month 40% with human dispatch Existing Model Seven different TPMs all regionally controlled Very poor training virtually no follow-up BIG BANG Linear price model skyrocketing costs Miserable support experiences Poorly trained people Working on mission-critical systems In a world where costs were huge and controls were non-existant Decision to change Consolidate into a single TPM Redesign the training and certification model Change the very nature of how and when we deploy TPMs Move to a Level of Effort vs. Insurance pricing model RFP, Select, and Execute Execution Timeframe: 2 Fiscal Quarters! Page 6 </li> <li> 7. Factors that drive big change Nature abhors a vacuum. Author Unknown Merger or acquisition activity Timing of a significant business event New hire license like a Hall Pass for change Sizing growth or reduction Page 7 </li> <li> 8. Assessing your Change Acceptance Index Do I have a significant window of opportunity? Is my management team strong and resilient? Is my boss well-respected in the company? Do I have intelligent HR and Finance support? Does the larger company feel the need for change? Does my team have big change experience? Will the financials support either padding or variance? Are there any dissenters with heavy clout? Do historical metrics indicate the need for change? Can I clearly articulate what success looks like? 0-20: Stay at Home 21-35: Think Hard 35-50: Go For It Page 8 </li> <li> 9. Understanding where you are will drive your project decisions Phase 1 Construction Philosophy: Whatever it takes to move product Focus: Building and defining a capability Programs: Remedial Maintenance Service Margins: Negative Phase 2 Execution Philosophy: Manage and scale for volume Focus: Flawless execution Programs: Premium Support Service Margins: Positive Phase 3 Differentiation Philosophy: Service that drives product sales Focus: Professional Services Programs: PS / Consulting / NIS Service Margins: Maintenance = Very Positive PS / Consulting / NIS = Break Even Page 9 </li> <li> 10. First things first Visualize the end state then sell it The journey will never happen if you cant sell the destination Speak with precision and certainty (even if youre terrified) Get 360o excitement around your project Lobby for the resources to do the job Money, People, Assistance Dont start the journey without gas in the tank Choose your friends wisely show them the LOVE CFO, CIO, HR-VP, Controller, Facilities, etc. Make them feel like invested partners Identify your enemies early Human and non-human Communicate a well-managed, phased plan Page 10 </li> <li> 11. The importance of Phased Planning Phase 1: Capability Sets expectations Phase 2: Coverage Indicates linear reasoning Phase 3: Leverage Avoids public specificity Phase 1: Prepare RFP Calms jittery nerves Phase 2: Select Vendor Allows room for adjustment Phase 3: Build the Plan Phase 4: Execute Provides a communications framework Q1: Build the plan Q2: Kick-off execution Q3: Move most resources Q4: Assess and adjust Q1: Hear the plan Q2: See the activity Q3: Feel the improvements here Q4: Customers feel the positive change Page 11 </li> <li> 12. Communication is the key Build your plan with sufficient detail to withstand scrutiny Speak with authority show total confidence Be prepared to address Hyper-sensitive issues RIFs Relocation Job reclassification Task adjustments Create a central information repository Detailed milestone communications Never sacrifice Honesty on the alter of controversy avoidance Page 12 </li> <li> 13. Know (and address) your real enemies Self-interest Suspicion of deceit Personal uncertainty Feelings of powerlessness Lack of information or timely updates Failure to address How does this impact me? Page 13 </li> <li> 14. Study the terrain Keep your own house in order Every manager knows the script Passive-aggressive behavior is dealt with swiftly and severely Everyone plays their position Execution is every managers responsibility Communication is every leaders responsibility Exploit organizational thought leaders get them involved Know your neighborhood Align with influential leaders update them often Partner with HR and Finance dont fight them Obsessively watch the horizon Only a fool falls in love with his own strategy. Page 14 </li> <li> 15. Winning is about Execution You planned it now do it Credibility comes from hitting early milestones Celebrate incremental success (LOUDLY) Do not allow speed-bumps to become obstructions NEVER let them see you panic Minimize exceptions Theyre contagious and spread like the Plague Build a management framework around exception-handling Never miss a chance to tell your story The Ego-Impaired should get remedial training in self-promotion This is no time to be shy Flawless execution on your 360o communications plan Constantly remind everyone why Dont let them forget what success looks like Page 15 </li> <li> 16. Know when and how to celebrate Define success metrics and manage to them Its hard to declare victory if you dont know where the finish line is Publicize and enjoy hitting milestones Recognize individuals and teams for everything you can imagine this is no time to be cheap Show your face the airlines will love you for it Avoid the never-ending project Declare victory when youre done Celebrate BIG make everyone feel special Be ready with a new challenge, theme, project, etc. Idle minds are the devils workshop Page 16 </li> <li> 17. 10 Most Common Mistakes 1. The amazing disappearing leader 2. Saying I dont know. (Use the alternatives) 3. Allowing the view of success to fade to black 4. Failing to address objections from stakeholders 5. Mistaking consensus for unanimous consent 6. Too many exceptions or not planning for exceptions 7. Fear of making needed personnel changes 8. Under-communicating to a key constituent group 9. Allowing the objective to seem unattainable 10. Losing focus on the human element Page 17 </li> <li> 18. About that Human Element The employee that can answer Yes to these seven question will stay with you through ANY change activities. 1. Do I understand the vision and future of my company and department? 2. Has my leader helped me connect my job to that vision? 3. Do I trust my leaders and believe they are competent? 4. Am I fairly compensated for the job that I do? 5. Am I publicly praised for individual and team accomplishments? 6. Do I receive regular performance coaching on development areas? 7. Does my leader know my career goals and is he/she helping me achieve them? Page 18 </li> <li> 19. Be smart about consulting help Task-oriented consulting ONLY Clearly define deliverables and pay ONLY on deliverables Construct a milestone-based timeline Tasks, resources, dependencies, costs Skip the fuzzy analysis projects Theres way too much data out there (for free) Dont embark on the Guilt Trip Pressure from friends of the past Make sure it solves a real problem Negotiate to succeed Cancellation clauses Back-load all the margin Check references - Review examples similar to your project If they cant produce them Page 19 </li> <li> 20. Just for fun a lesson in Partner-Speak Ive been watching your company I saw this morning that you just for quite some time. closed a new round of funding. Lets explore a mutually beneficial If I dont close a contract soon, business relationship. its back to working the Drive- Thru. Your CEO suggested that I give At least I hope he does when he you a call to discuss our returns the VoiceMail I left him services. about 5 minutes ago. Leveraging our services creates a Can I have some of your money new paradigm that scales well and PLEASE ??? produces great value-add. Page 20 </li> <li> 21. Recovering from setba...</li></ul>