Identifying Top Factors in Process Change and Its Difficulty
From my perspective, identifying the key factors that matter in process transformation is rather challenging due to business systems’ internal complexity. In the scenario with David’s business as a combination of employees, processes, and equipment, Ramesh (n.d.) identifies the leading factor easily. In more complicated real-life scenarios, the prioritization of contributing factors would be more effort-intensive. Each area, for instance, employees, would have a set of sub-factors, such as attitudes to work, educational preparation, professional integrity, or access to resources, making a pool of factors to choose from increasingly large. I would go about identifying the top factors by keeping track of the product’s life cycle and analyzing various steps comparatively in terms of the risks of suboptimal performance at this specific stage. Comparing a business to its more successful competitors to spot similarities and differences at the systems level would also facilitate the identification of crucial factors.
Going about Changing Employee Mindset/Behaviors and Things to Do
Changing employees’ behaviors and mindsets is another problematic goal to pursue in business transformation processes. To encourage success and positive reception of change, I would approach transformation by promoting motivation and a profound understanding of new mindsets’ benefits rather than imposing new expectations on employees without explanations. For instance, a growth mindset can be primed through positive cases (Han & Stieha, 2020). To instrumentalize this takeaway from scholarly research, I would choose various options. These will include adopting the required mindset, becoming a role model for employees, and demonstrating behaviors expected of employees as part of my intraorganizational communication efforts. Another set of actions would be focused on ensuring that the team understands the rationale for change and the associated individual-level benefits. For instance, if attitudes to clients require improvement, possible actions will incorporate open staff teaching events to explain the connection between service quality, profitability, and wage levels. Alternatively, offering monetary benefits for specific performance results would be among the things to implement. The abovementioned actions would ensure employees’ personal interest in change and opportunities for imitative learning, which justifies their selection.
References
Han, S. J., & Stieha, V. (2020). Growth mindset for human resource development: A scoping review of the literature with recommended interventions. Human Resource Development Review, 19(3), 309-331. Web.
Ramesh, R. (n.d.). Business transformation – What’s most important [Video file]. Web.