Bell Canada

As a consultant who has received a contract to organize and plan this change, discuss how you would go about making the changes necessary to create the structure proposed and resolving the issues that will arise. In doing so, you need to consider the problems that might arise before, during and after the change is implemented and how you would propose the organization deal with these problems.

Bell Canada is no stranger to change. In the past 10 years they moved from a highly regulated industry to a privatized system. In doing so they substantially reduced their workforce, streamlined their processes and rebuilt their clientele through great customer service. The management team has created a plan to take Bell to the next level by adding effectiveness and creating efficiencies throughout the company's three main divisions.

The biggest hurdle Bell will face in this process is resistance to change from employees. This is not uncommon and due to the magnitude of the changes and the relatively short period of time since the last major changes were implemented at Bell, many employees will be extremely wary of management's intentions.

The writer came across three prominent models for change:

1. Kotter's 8 step model for transforming organizations. Kotter's model defines two major stumbling blocks in change management. He focuses on the phases of the change process and the devastating effects errors can have on momentum.

2. Jick devised a ten step approach to organizational change which includes ways to evaluate a change which includes ways to evaluate a change already in progress. He takes a cohesive approach believing change is a combination of art and science and discusses the importance of a slow, methodical, continuous process.

3. The third model is the seven step change acceleration process used at General Electric (GE). This model follows Lewin's unfreeze, change, refreeze model. It discusses the necessity of management creating urgency and driving the change from the top down.

A combination of the above will be used in implementing the changes Bell has chosen to implement throughout the organization.

As stated above, change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people problems will arise. The changes must be realistic, achievable and measurable and prior to beginning an organizational change several questions must be answered:

Ð'* What is to be achieved by this change?

Ð'* How will management know that the change has been achieved?

Ð'* Who is affected by the change, and how will they react to it?

Ð'* How much of this change can be implemented through internal means and what parts of the change should be outsourced?

In this case, Bell Canada management has framed the idea for change through discussion with department heads. (Assumption) It was apparent from discussions with managers and employees from customer care (CCS), field management (FMS) and network management (NMS) services that there was duplication and overlap throughout the three main divisions at Bell Canada and many efficiencies that could be implemented. The management team assessed the information they were provided and created a new vision to move the company forward.

Once the team created the vision and mapped out the framework for change (developed a change plan), it was important to define the roles of the key players in the change effort. The management team decided on the new infrastructure and created an hierarchy of teams to be geographically located throughout the province. At the top of the structure Rick Steebe would have three direct reports; this team of three General Mangers (GM) would be self-directed and responsible for a series of self-directed work teams located throughout the regions. The Network Installation Coordinators (NIC) who previously reported to the NMS would take on leadership roles within the new teams as they have expertise in every aspect of the Bell Canada operation.

At this stage, it is important to reiterate how imperative it is to create buy-in throughout the organization. Workshops and training for the GMs and the NICs in change management, team leadership and employee motivation will be provided to these two groups in their entirety (assumption Ð'- money is no object). The chosen employees (the champions) for change will be provided training in the following areas:

Ð'* managing resistance

Ð'* creating support for the change program

Ð'* implementing the change

Ð'* communicating effectively for change

Ð'* ensuring continued success of the change initiative

The champions will be informed of the need for change and their input will be solicited. They will aid in the process of deciding how the change will be managed and be given input into implementing the change. They will be required to use all personal means of communication to create buy-in with the involved employees. The favoured means to communicate the change is face-to-face communication, this can be done on an individual bases or with entire teams or any number of individuals in between. Email and written notices will not be used to communicate any changes.

Throughout the communication process, there will be workshops utilizing facilitators experienced in aiding employees to accept the concept of change. Every employee will be given the opportunity to be listened to and their concerns will be heard and alleviated (if possible) as quickly as possible, the change process will be open to all