Overview
You have been contracted as an HR consultant by a limited liability company (LLC) in Wilmington, Delaware to solve their internal issues. This U.S. LLC is a branch of a Singaporean software solutions provider, with 140 employees and $1M revenue per year. The chief executive officer (CEO) of the Singaporean organization wants to open new markets in the U.S., gain access to new customers, diversify risk, leverage resources, and increase profits. To meet these goals, she tasked a VP to establish and take charge of the U.S. LLC.
Unfortunately, the VP's efforts to replicate the parent organization's standard operating procedures (SOP) while creating a unified culture across both units has been unsuccessful. The CEO's vision of expanding to the U.S. market remains unfulfilled.
Team members of the call center in Wilmington, Delaware and the sales or marketing divisions of the company are unhappy about receiving conflicting feedback from the VP and the management team. Also, communication issues between U.S. and Singaporean employees are resulting in low morale of the employees at the U.S. branch, as indicated by the Employee Engagement Survey and the Exit Interviews. The VP has asked you to produce a plan that can solve the conflicts in the organization.
FOR ASSignment part
"Hi there, Dirk asked me to fill in as he is heading back from a meeting in Singapore. I’m not sure if you remember me, but I’m Robert Thompson. I am the accounting manager here at Singtech I believe we spoke briefly during your first interview with Dirk anyway Dirk let me know that the needs assessment and gap analysis you forwarded was received very well. Headquarters wants you to move ahead and prepare a change management plan under the impression that you already had some templates that could easily be revised for this initiative. Could you please pick the one you think works best and forward the completed template to Dirk as soon as possible use his executive inbox and be sure to attach the document headquarters has a way of changing their mind even after giving financial approval turnaround time matters here. Dirk also mentioned that the accepted estimated times for this change initiative is 12 weeks, but of course some of the control elements could be in play after the completion of the initiative good luck and I look forward to reading the structured plan. I have seen Kotter‘s approach in many previous initiatives.