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Computer Manufacturer
When You Need to Move Responsibility for Decisions Down in Your Organization — and You Aren't Sure People are Ready
 Business Issue
Customers were unhappy about this computer manufacturer's order fulfillment process, complaining about missing parts and incorrect hardware configurations in shipments they received. The process was extremely complex, involving thousands of employees. The company's computer products were also complex, involving many hardware configurations for each item. The order fulfillment process was identified by the company President as a top re-engineering priority.
Process
The Advantage solution was the learning methodology of strategist Randy Root. It is based on the concept that the hard part of re-engineering is getting people to buy into the need for change, and that employees need real insight about their business to make the right decisions about re-engineering faulty processes and procedures.
Working with Advantage and a company order fulfillment re-engineering team, Root created a four-phase learning strategy that taught:
- the big picture changes affecting the company's business environment
- the economics of the company's business
- the current order fulfillment process and its inability to address customer needs
- the order fulfillment vision and the action steps to reach objectives
The methodology was the same for each group involved in the order fulfillment process: A group of peers was provided with vivid, graphic "learning maps" that illuminated the current process and its effect on customers and business. Then they were presented with questions that allowed them to reach their own conclusions about the manner in which the order fulfillment process should be changed.
Result
- Galvanizes employees to action by translating consequences of current ineffective process in terms of lost business
- Encourages people affected most to buy into the need for change
The learning strategy triggered inspired thinking. It prompted employees to action by translating the consequences of the current order management system in terms of lost business and lost jobs. The methodology took the change process to the front line, instead of leaving it for senior management to implement. It shortened the time required to get the re-engineering message out. Most importantly, it allowed people to draw their own conclusions about-and buy into-the need for change.
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