【正文】 uction 2 Section Overview II. Transition Planning amp。 COMMUNICATION The Organizational Design Project Report covers high level transition from an anizational perspective. This elaboration is focused on the areas of critical risk from the CEO’s perspective. Transition Infrastructure It is essential that credible executives bee personally involved and sponsor the various change initiatives. It is equally essential that a fulltime resource be charged with driving the transition. That individual also must be high enough in the anization to move about and effect change effectively with strong credibility. The individual must not be uncertain about his or her own place and reward in the anization after project success. The assignment would not be shortterm, probably spanning 18 to 24 months. It is not unmon for an anization undergoing deep fundamental change, such as Met Technologies, to have a batton pass at about 18 months to a second responsible program leader. The program leader should be assigned a team of petent individuals to help drive and imbed change throughout the anization. We would also remend that you continue to engage outside support throughout the change process to act as a sounding board and to provide independent perspective. You should also expect innovative interventions, implementation and change management process, and encouragement and advice throughout difficult times. Change and Communications Resistance is a natural, human reactive to change that should be anticipated. As people go through change, they typically pass through four phases. The first phase is awareness. They bee aware that things are changing, but they are not sure to what. Questions arise and discovery takes place. Some people openly express anger and frustration because they overpersonalize the changes due to a lack of understanding of the ultimate impact on them. This expression is to be expected and some tolerance should be shown to allow people to get past their anger and frustration. The second phase is understanding. People begin to understand the impending changes and the potential implications. During this phase more questions arise, both resistance and excitement develop. People are creative and begin to see the possibilities. People also begin to test the validity and the inevitableness of the change itself. The third phase is buyin. People begin to accept the change, first conceptually, secondly for others, and last for themselves. Much testing, excitement, anxiety, and apprehension occur during this phase. Commitment begins to develop. The last phase, ownership, occurs when people fully embrace the change for themselves, internalize the change into their lives, and ultimately begin to drive the change process for others. Met Technologies Organization Design 4 Confidential – Met Technologies Corporation Often when deep change initiatives are launched in anizations, the CEO is in the early stages of buyin, moving him or her self to mitment and ownership. Once the leadership team is fully mitted and driving the change throughout the anization, it can be difficult to keep in mind that they are on the leading edge of the change process. The rest of the anization is just beginning, and there is an observable lag among the various levels and audiences. It is important for executives to be patient and remember that they, too, moved through the phases at their own pace. The CEO can help ease resistance and support the change process profoundly through enablers such as observable leadership mitment and munication. The CEO is the catalyst for change throughout the anization. The CEO can be very effective by creating a collaborative environment where people are allowed to speak their minds and get their questions answered. The CEO must paint a vivid future and present it for the entire anization with unpromising determination. It is very powerful for a CEO to acknowledge the challenges with change, the need to do things differently to be successful, and to personalize the change back on him or herself stating that “the change begins with me.” “These are my areas of focus, and this is how you will see the change in me demonstrated.” The following are known opportunities for munication at Met Technologies: ? Thank you to the Organization Design Team, giving them your personal impressions and reactions to the work done. Inform them about the ongoing process, the assimilation process with the Group Managers, and when they can expect decisions made and changes to occur. ? Continuous RoadShow Updates at two levels: a) daily to nolessthan weekly voics or conference calls to the Executive Team, and b) weekly s or broadcast messages to the entire anization. This roadshow is an opportunity to create excitement around creation of the new Met Technologies. One suggestion includes a map in the entranceways that depicts the journey and actual movements. ? Regular, monthly updates to the anization as Met Technologies creates its future. Communication should be branded in some new, unfamiliar way to mark the launch of the change process. It has been seven weeks since the announcement, and the anization is hungry for information. Routine, dependable munication vehicles with systemic feedback mechanisms are critical at this time to help sustain momentum and to proactively identify risks. Met Technologies Organization Design 5 Confidential – Met Technologies Corporation EXECUTIVE ORGANIZATIONAL DESIGN OPTIONS The leadership style and effectiveness of an anization are profoundly impacted by the design of the executive level positions including the determination of direct report positions to the CEO.