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JWI 555 Strayer University Organizational Change and Culture Reply

JWI 555 Strayer University Organizational Change and Culture Reply

Question Description

I’m working on a business question and need guidance to help me study.

Change Vision

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Inthis 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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Aunified E2E tool that will provide system accuracy and a single sourceof truth through its ability to provide clarity, ease of use, andconfidence. This will allow us the opportunity to maximize offerings toour customers and focus on future platform alignments.

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  • Why did you choose this vision?

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Basedon the focus for the working team there needed to be a deliberate tieto the WIIFM for the team members, how this will assist us for the nowand ultimately a focus on iteration to continue to transform thebusiness (Kotter 1996).

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Additionally,as you look at how organizations can succeed in their industry, theywill need to ensure they are focusing on what their market customertechnology 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 addressorganizational pain points and begin alignment towards North StarArchitecture
  • 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 aresized and created. This will allow the teams to analyze life cycles,fall out, and overall cost impact.
  • Organizational-Crosschannel process improvement initiatives that are aligned by focusing oncurrent initiatives and identifying gaps that will transform how we dobusiness (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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Thealignment across our workstream is solid. We have identified and sharedall compiled elements of the E2E process and the impact on the externaland internal customer. The reason for alignment success is to completemany alignment sessions across all impacted teams to understand theirkey pain points and ideas for enhancements.

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Thenext step is validation for all via a visual map that articulates whatall of the teams provided as their current processes and the overlay ofpain points. Then the team worked through a high-level future statesolution which encompassed Quick wins, greater partnerships across thebusiness with understanding Work in Flight, leveraging new synergiesacross channels to connect to one unified workflow management system aswell as enlisting more adopters to the overall focus (Welch 2005).

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Goingthrough this evolution with all of the impacted teams allowed for asense of trust and ownership with all of us to get to what a new futurestate could be. We now have to pivot on accountability as we navigatethrough 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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Thesteps that are needed will be really aligning with the leadershipstakeholders and business sponsors on what the strategy is, how we willmeasure success, how we will mitigate risk and how they can help drivework forward.

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Wewill also have a cadence with a working team to work through currentinitiatives for prioritization and create what is needed for identifiedgaps.

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

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Lastly,continue to align on organizational synergies to understand any workthat can be integrated into a plan that could provide greater efficiencyto 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, andsuggestions 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.

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