Every business is changing and evolving, the real question is... into what? Organizational change management is a critical aspect of controlling business culture and effectiveness. Whether consciously or not, every person in a supervisory role is leading and changing their business culture for better or for worse. Businesses that have a strong, rigorous, change management program in place, has greater control over the business culture and policies, and the future growth and development of the organization.
According to Paul Allen, Co-founder of Microsoft, the number one reason companies fail is because they have the wrong strategy. The second, and more painful reason, companies tend to have the right strategy but they are unable to effectively execute or implement it.
Heading in the wrong direction, or failing to execute is a waste of an organization’s time, money and resources. Ultimately this waste can cause business failure. Change management programs ensure that the correct strategy is in place and that all members of the organization clearly understand and comply with that designated transformation in order to avoid waste or failure.
Failure to implement an appropriate strategy will cause an organization to suffer. This does not create an environment in which employees can be productive and effective. Businesses that do not recognize or embrace organizational change will find themselves riddled with internal problems such as unsatisfactory employee behavior, low morale, lack of teamwork, poor communication, and most detrimental, diminishing results. On the other hand, companies that are able to successfully implement appropriate change models see increased growth, stability and profit. These accolades are displayed in the behavior patterns of their employees.
The Chartered Institute of Personnel and Development (CIPD), Europe’s largest HR and development professional body, reported that the number one focus of leadership is organizational change. Yet, a compilation study by Six Disciplines showed that only 30% of all business changes are successfully executed. Together these two studies show that businesses either 1) Do not recognize the need for organizational change or 2) Do not know how to make the change.
There are many symptoms which indicate an organization is not functioning at an optimal level. Employees may feel there is not enough time to do all the work, or that they must do the task themselves to get it done right. Meetings are ineffective, and when plans are made there is no follow-through. Managers spend their time dealing with a constant stream of fire-fighting activities that prevent them from performing strategic projects and long-term planning. Communication between employees and departments is sporadic and ineffective. Just as seemingly small unchecked health conditions can eventually lead to the death of a person, these small seemingly insignificant organizational problems can lead to a complete business failure. A proactive business will recognize the signs of a required organizational change and can better prepare for it. Some of these conditions include:
Major technology implementation
Change of management/Leadership
Consistently failing to execute strategies
Significant swing in growth of work force
Significant regulatory or economic pressure
Once a business recognizes the need for organizational transformation a new challenge presents itself, implementing and deeply rooting change. Typically, lean environments force business executives to focus on other duties and responsibilities. Businesses suffer as the necessary time required to fully analyze the details of their organization is not available. Without these details, the root cause of the company’s issue, is not discovered. Without a root cause leaders can unintentionally waste valuable time and resources applying quick fixes to issues without resolving the underlying problem. Sharp business leaders recognize their individual capabilities and when they realize they lack the tools to create and implement a change model, they aren’t afraid to seek assistance.
Finding the solution to a problem requires time, analysis, and research. This proves difficult, just like an iceberg, only the top 10% of the problem reveals itself. The visible portion of the problem is the outward expression of the underlying problem; it is not the problem itself. Looking below the surface at the remaining 90% is a huge undertaking. It is difficult, if not impossible for an executive to remove themselves from other tasks in order to focus on such an immense project. Time requirements and untapped resources, something most executives and senior leadership teams don’t have, are needed to identify the actual root cause.
Rosewood has the tools, time and resources to look under the surface and accurately identify see what is really causing the problem and to find the best solution to make the change. Once a remedy has been created, Rosewood guides organizations through the steps of change, ensuring the newly designed culture is deeply rooted in the organization providing long-term sustainable high performance.
Increased accountability and ownership
Maximized resource utilization
Execute consistently, rooted upon 80/20 thinking
Tightly aligned policies and procedures
Improved conflict resolution
Business Process Optimization is a simple method of increasing efficiency by changing, updating or recreating current operating procedures and or processes. Most business are forced to bring in third parties to review and determine the best methods of increasing organizational efficiency through processes. BPO is the discipline of adjusting a process to optimize some specified set of parameters without violating prescribed or defined constraints. The most common goals are minimizing cost and maximizing throughput and/or efficiency. This is one of the major quantitative tools in industrial decision making.
In 2005 a survey revealed that over 75% of Fortune 500 companies had plans to or were already using off-site resources. Fast forward 12 years, nearly all Fortune 500 companies are utilizing the expertise of off-site resources or outsourcing some portion of their business. Highly successful businesses have taken advantage of the cost-avoidance, greater flexibility, and competitive benefits available with off-site resources.
One of the most important advantages of having off-site resources is reducing overhead costs. Forrester Research Inc. found that outsourcing a task can save a company up to 17%. Smart operators know how to drive higher profitability through focused efforts on core competencies instead of non-revenue generating activities. However, non-critical tasks must still be completed. The utilization of off-site resources means these same tasks can be completed for less money, and in many cases less overhead.
Leveraging resources requires a careful examination of cost per head versus revenue income. Using specialized skills to complete non-critical tasks, instead of the particular talent/skill for which the resource was hired, is a poor use of company resources. Likewise, a business may find it is lacking a specialized skill that is needed to drive business growth. Usually it is not cost-effective to hire full-time employees for short-term projects. Low cost, off-site resources provide the mechanism organizations need to complete both specialized and non-core objectives.
Savings derived from off-site resources can come from a variety of cost avoidance activities. Hiring a full-time employee is a long and expensive process that is eliminated when off-site resources are used. The time and money spent looking for a qualified applicant quickly adds up, with no gain during the search. Other expenses including drug screenings, background checks, and Human Resource protocols all burn time and money while reducing profitability. Newly-hired employees typically require some aspect of training and assimilation, entailing more time and money. Finally, future costs can be controlled through the avoidance of benefits and salary increases.
Price WaterHouse Coopers reported that “Best practice companies in both the US and Europe estimate they are overspending by 10% and under performing by 10% as a result of not having a fully agile and flexible workforce.” Today’s businesses struggle to capture every revenue dollar and can’t afford to lose any potential profit. For this reason, successful companies employ off-site assets that can provide the necessary resources they demand, when they demand them. Offsite resources reduce start-up times and offer businesses the ultimate flexibility. The ability to avoid the cost of paying resources for idle time translates to bottom line profits.
Fast moving projects sometimes force businesses to seek extra resources to meet the demands of these projects. An extensive amount of time and money can be spent looking for and hiring an employee with the right skills. Depending on the hiring process, this can take weeks if not months to employ the necessary help. The resulting delays will impact speed to market and hamper the competitive edge businesses so desperately need.
Off-site resources provide the mechanism companies need to quickly adjust their workforce to meet their constantly changing business environments. Full-time employees represent long-term commitments not conveniently altered. Off-site resources however, provide the flexibility necessary to meet short and long term business goals. The ability to increase or reduce workers eliminates the business risks associated with hiring and releasing employees.
Farmers have long lived with the philosophy that you make hay while the sun is shining. Off-site resources can certainly help companies ramp up and ramp down to meet boom/bust markets, allowing companies to reap profits in ways unattainable in past business cycles.
Offsite resources deliver numerous benefits to the businesses that employ them. However, one cannot fairly examine the advantages without considering the potential drawbacks. Through careful planning and execution the benefits of offsite resources far outweigh the drawbacks. Experienced companies already understand how to deal with the potential challenges. Thanks to these early pioneers, inexperienced companies are able to create risk mitigation strategies to overcome the known location, communication, and culture clashes that exist.
Location plays a considerable factor in the off-site model. Today’s telecommuting delivers the means necessary to allow off-site resources to meet business demands from anywhere in the world. Current security measures, techniques and processes allow information to be shared quickly and securely. Manufactured products require other considerations including; transportation, trademarks, and IP rights that often get lost in translation and are later found in a competitor’s product.
Location’s impact on communication can be a major detriment of offsite activities. Time-zones can impact business communications along with ideology and cultural differences. Language differences are the most common communication problem. The difference between speaking a language and understanding a language can be huge. Language barriers, if left unchecked, will have a huge impact on business relations, and that can impact customer satisfaction.
Even new employees carefully screened, interviewed and hired for a specific task with specific skills, can create a culture clash. Some reports list culture differences as the number one problem with their off-site resource. The world boasts more cultures than countries leaving room for a host of misinterpretations. Utilizing resources from different cultures necessitates forming partnerships which require patience and understanding.
Consulting groups, such as Rosewood Partners, can assist organizations in carefully planning an off-site resource model to avoid the aforementioned problems.
Rosewood’s partners come from a large background of assisting businesses with off-site resource management. With its thorough approach, Rosewood can help determine what tasks need to be accomplished from off-site resources, how many full-time equivalent employees to off-site and where to get such resources.
Rosewood has extensive experience working in the off-site market as both the client and the vendor providing services. Having worked both sides of off-siting we understand what organizations are looking for, where the margins are and how to ensure a fair deal. Through this experience we have learned the pit falls to avoid, the contract taboos, and the best methods and practices. Clients from all over the world have chosen our partners, including Asia, North and South America, Europe, Australia, Africa, Courtiers, UK, Germany, China, India, Israel, and many others. All of this experience is available by choosing Rosewood Partners to aid establish off-siting needs.
As business climates continue to evolve, the internet is delivering power to consumers in ways not conceived 20 years ago. This powerful medium coupled with smart applications provides the ability for small business owners to compete with fortune 500 companies on a level playing field.
The outsourcing model that started 15 years ago has continued to evolve in an honest effort to keep up with the demanding changes brought on by accelerated connectivity speeds and larger bandwidths. New technologies provide an assortment of contact center options that seem near endless.
Opportunities to improve customer service, access, and support options are the driving differentiation between those than can and those that can’t. Today’s marketplace demands faster access to goods and services. Winning businesses have responded to this simple secret, “Find out what your customer wants and give it to them.”
Rosewood Partners brings to the table more than two decades of experience in outsourcing, business process optimization, and operational excellence improvements. From start-up operations to transitions we have reviewed, designed, and implemented contact center programs formulated to meet business objectives. Our experience covers all 50 states and reaches beyond the borders of the United States.
We first promoted the onshore concept a full decade before it became popular. Our research indicated rural captive process centers would be the next phase for outsourcing. Higher education levels, stable utilities, time zone compatibility, language skills, and low operational costs made rural contact centers a strong alternative to off-shore or near shore operations.
The ability to customize a contact center solution has never been faster or easier to achieve than it is today. Advanced technology allows the quick passing of inbound calls to limitless locations without the caller realizing their path to service. What previously took a telephone technician several days to reconfigure can now be done in seconds with a keyboard and internet access. Even more amazing is the speed of implementation. Businesses no longer have to prepare and plan for long drawn out project plans to implement major cut-overs.
Rosewood’s partners come from varied backgrounds and we believe this experience provides our customers with the opportunity to get the optimal solution. Engaging in process reviews, engineering and reconfiguration activities can conquer resource constraints, utilization and optimization while driving value from every dollar spent. Our proactive approach continues to drive value without increased costs.
Rosewood has extensive experience working in the off-site market as both the client and the vendor providing services. Having worked both sides of the off-site industry we understand what organizations are looking for, where the margins are and how to ensure a fair deal.
Through this experience we have learned the pit falls to avoid, the contract taboos, and the best methods and practices. We’ve learn to extract the best from our global experience and relationships and bring the expertise learned in Asia, North and South America, Europe, Australia, Africa, UK, Germany, China, India, Israel, etc. to every business we work with.
•Lower operational costs
•Faster adaption to change
•The ability to make technology pay
•Low risk market experimentation
•Internal Resources can focus on more critical business needs
•Use off-site resources to lower risks of new market projects
•Get the resources you need to compete in a business deal
•More control over operating costs with a scalable workforce
•Be better Prepared to handle boom/bust markets
•Reduce training costs
•Get more resources with less management
Businesses often find it challenging to manage fluctuating resource needs verse capacity. Frequent or evolving market changes, technology or other business swings make it difficult for companies to meet their current needs with existing staff. Further compounding the problem is the possibility of existing services and obligations degradation. Many companies experience a tug of war between new business needs and existing business support functions.
Repeatedly additional capacity needs face financial constraints preventing the hiring of full time equivalents. Staff augmentation can certainly alleviate this problem while providing the business with the resources and bandwidth necessary to reach a milestone or even meet temporary objectives. Staff augmentation is the simplest way to get expertise you need right now. The ability to test before you buy offers additional benefits too numerous to mention.
The speed to market race is often won by who crosses the finish line first and not always by who has the best product. Smart businesses have learned the secret of utilizing staff augmentation to increase capacity and win the race.
Eliminating the hassles and uncertainties of hiring fulltime employees provides your leadership team with more time to focus on market share impacting projects.
Get the staff you need and the resources you want with a business partner that understands your staffing needs the way you do.
Most people fail to understand the relationship between process and sales and marketing activities. While marketing is the engine, the so called “mechanism” that drives business, it should be a process that delivers a consistent message. A good marketing program, simply put, is the heart of a business. Without the heart….well, you get the idea. Marketing remains one of the least understood and most underutilized business systems of the twenty-first century.
With all of the advances in modern communication and technology, many businesses continue to market their services the same old way it’s been done for the past century. The marketplace is constantly changing and businesses must change to survive. Business owners that dislike change will dislike irrelevance even more. Successful businesses are doing the same thing they have always done…generate a competitive edge in the marketplace.
At no other time in history have businesses been able to compete on similar scales despite size. Technology and process has generated the opportunity. Businesses that have discovered the systematized approach to marketing understand the value of process coupled with marketing and sales activities. Whether defined, known or not, each business has a system for providing a product or service, but usually lack a system or process for promoting their business.
Successful business leaders understand the power of replication. Often successful business leaders find themselves thinking about how great it would be if they could replicate their knowledge and experience. Even with expensive training programs very few businesses are able to replicate their brightest. Marketing provides the opportunity to replicate your very best techniques, your very best resources. When a business identifies something good to say, says it well, and says it often, it becomes difficult to stop the ensuing momentum.
The right process…with the right marketing…automated, will generate a perpetual sales machine. Most business executives would think nothing of spending thousands on process gurus to overhaul their manufacturing processes to increase profitability or additional efficiencies. Doesn’t it seem probable that the same principles used to increase manufacturing productivity could improve your marketing activities?
Come see how simple systematizing your marketing can be. Increase your reach with operational excellence simplified.
As one would speculate, economic downturn causes many companies to trim staff. With no set formulas to gauge the amount, many companies find themselves scrambling for resources at the hint of an uptick. The issue created….limited resources available to generate, review and maintain contracts. Many companies have inadvertently opened themselves up to legal or business risk.
We provide commercial contracting and licensing services, including drafting, reviewing and revising contracts. Our services are designed to support your business goals. From software to hardware vendor contracts are written without consideration for your best interest. Companies need contract reviews aimed at protecting your interests.
Legal outsourcing can deliver huge costs reductions for corporations. With our contract review services your business is empowered to increase its capacity and efficiency. You can increase limited department resources, minimize legal and business risks and hold vendors accountable for the services they’ve committed to deliver. The process involved in contact reviews can be cumbersome and drag on for weeks. Decisions drive business behavior and necessitates quick consensus on contractual obligations.