In January , Santander UK was launched against ferocious economic and banking headwinds. Direct Line: disruption brings opportunity Among leadership teams, there tends to be two views about change. One: change is risky and means disrupting repetitive processes that leaders have been rewarded for improving over time.
And two: change is something that can be delegated, like other implementation-based activities such as project management and risk. It took 18 months to separate out every single strand of the business, from customer data, to independent functions and governance.
This was very much a case of operating from a burning platform. The entire approach had to be one of controlled urgency, there was no plan B and the leadership teams embraced the need to shift their people on to the next step as rapidly and as efficiently as possible. Once the separation had been effected, the focus was on creating a new brand and rapidly building the business into a viable standalone operation.
In the board went for an IPO that turned out to be the biggest and most successful London stock market listing that year. Its success heralded the start of a new, post-crisis IPO era.
Paul Geddes remains the CEO of the quoted business. And each of the acquired telcos had been left to operate largely as they had done pre-acquisition. In , however, Qtel began to shift its strategy away from growth through acquisition towards growth through integration. Sheik Abdullah and Dr Nasser decided to pull all their diverse telecoms brands into one mega-brand, Ooredoo.
This would give them the opportunity to focus on what they actually wanted their international telecom company to deliver — transformational change in the telecoms sector. The change management teams set out to identify what they wanted their brand to stand for. Erickson , stated that the main reason operations and marketing functions in an organization have conflict is due to their perceived differing objectives.
Largely, trade-offs are responsible for the conflicts between these functions as they attempt to balance competing priorities Tang Zanon et al. They argued that there is a need for alignment between market needs and operational realities.
The objective here is to satisfy market needs while using appropriate operational resources and jointly developing those resources so that the operations department can acquire new capabilities and provide the firm with sustainable competitive advantage.
Through innovation, extensive advertisement — both on TV and in illustrated magazines, they have been able to drive sales of CDS products. Product differentiation, design partnership and extensive research, combined with a marketing manager with lots of experience and autonomy working with an experienced, technically astute manufacturing department has resulted in the success of the CDS products.
The function has also been able to market itself and the value it can give to design houses in Europe. Through its marketing activities, CDS is moving from being just a manufacturer of commodities to a provider of services. Despite the progress that have been recorded by CDS, there still seems to be a misalignment between the marketing and operation functions.
CDS have a problem with the storage of finished goods and this has impacted on the delivery of product availability from supply services.
They are currently struggling to ensure that they meet SKU stocking levels. Another problem has been the issue of proper planning and effective forecasting by the marketing team. The seasonal nature of CDS products requires that the marketing function carries out comprehensive forecasting to try and anticipate demand.
Currently, poor forecasting by the function is costing the organization. To minimize wastage and ensure proper alignment, marketing and operations will have to network and collaborate better Johansen and Riis to ensure that the over corporate objectives are met. It allows organizations to gain competitive advantage, attract new customers, retain existing customers, and strengthen their ties with the distribution networks Kotler and Keller Organizations that successfully introduce new products do so through a well-developed process that leads from creative designs to a successful launch of the product by focusing on satisfying specific customer needs Chandra and Neelankavil The attainment of this task will require NPD to collaborate closely with both operations and marketing.
NPD, in comparison to other functions is usually characterised by a high degree of uncertainty, risk and high cost to make changes to initial decisions made Slack et al. Operations then ensure that the products from the mould are standardized and tested appropriately and efficiently. The moulds then have to be tested on the production machines. A great deal of inter-functional collaboration is required to ensure that proper scheduling is in place to enable NDP carry out testing without disrupting production.
Getting this right is easier said. The reality is that there is usually a delay in getting the moulds from the suppliers in South Korea. This will then result in a need for an urgent test of the moulds. They have managed to build for themselves a reputation of being able to overcome problems with designs regardless of its nature.
The NPD function contributes to the organizations unique operations resource. Servitization have been described as the process of transforming manufacturers to compete through product-service systems rather than products alone Baines et al.
They identified the reasons as; First, economic. Research has shown that substantial revenue can be generated from products with a long life cycle; also services in general have higher margins than products and services also provides a more stable source of revenue as they are resistant to the economic cycles that drive investment and equipment purchases.
Secondly, there is pressure on organizations from customers demanding more services. This has led to firms adopting a narrow definition of core competencies while increasing their dependence on technology to help in their bid to specialize.
Lastly, it is viewed as providing competitive advantage. The less visible a service is, and the more labour dependent it gets, the more the probability of imitation reduces Oliva and Kallenberg Manufacturing has long moved beyond production alone and a combination of both products and service business model are now generally accepted as playing a key role in the success of any modern business Baines et al.
Companies that have adopted the concept of servitization will probably not follow the product-service classification, but will instead seek to distinguish on the basis of the value proposition with their customers Baines and Lightfoot This is the case in CDS, where the company have had to adopt differing service model while dealing with the design houses and retailer service market.
In this report, point will be discussed such as what causes the failure? Email: kkwong2 calstatela. In this stage, you will learn how IT projects get started and how a system analyst evaluates a proposed project and determine its feasibility. This turbulence has made several firms come to rely on alliances as strategic necessities for sustaining competitive advantage and creating customers value Dyer, The strategic initiatives from our list include the following: 1.A series of global, standardised processes were identified. Improve the efficiency of new employees. To do this, they would need a fast-track, systems-led banking model. Journal of Manufacturing Technology Management, 22 7 , pp. Sheik Abdullah and Dr Nasser decided to pull all their diverse telecoms brands into one mega-brand, Ooredoo. In this report, point will be discussed such as what causes the failure?
In this instance the success of organisational change — supporting the delivery of crucial business strategies — was driven by a common and effective organisational change requirement. Journal of Manufacturing Technology Management, 24 4 , pp.
And each of the acquired telcos had been left to operate largely as they had done pre-acquisition. The current research report focuses on the food and beverage operation management Heizer and et al, The reality is that there is usually a delay in getting the moulds from the suppliers in South Korea. Erickson , stated that the main reason operations and marketing functions in an organization have conflict is due to their perceived differing objectives. Journal of Operations Management, 20, pp. However, for a change programme of this scale to be successful, everyone had to adhere to the new systems and processes.
Lastly, it is viewed as providing competitive advantage. The consequences of inertia were all too clear.
A great deal of inter-functional collaboration is required to ensure that proper scheduling is in place to enable NDP carry out testing without disrupting production.
Setting aside the frequent misappropriation and misunderstanding of the term, effective change management enables leadership teams and their organisations to ensure successful growth and swiftly take advantage of opportunities that present themselves.