Perceptions to Change
- 1. ImpactImpact Perceptions onPerceptions on CHANGECHANGEΧΗΑΝΓΕΧΗΑΝΓΕΧΗΑΝΓΕΧΗΑΝΓΕ Only constant is Change Facts Gossips Rumors Communications Guess Transforming to adapt the ChangeTransforming to adapt the Change
- 2. Change theChange the angle point ofangle point of viewview Sense ofSense of belongings andbelongings and engagementengagement Self-Self- actualizationactualization ValuesValues
- 3. CHANGE LF Management LF Management LF BU / Stream / Division LF BU / Stream / DivisionLF VCS LF VCS Audit FirmsAudit Firms VendorsVendors CustomersCustomers Strategic ChangeStrategic Change ManagementManagement
- 4. LF ManagementLF Management Strategic Change ManagementStrategic Change Management Strategies: S1. Build up team image to change the current perceptions from Management S2. Create the necessity & independence of the team in functions S3. Address the beneficiary of the team in Management KPI game plan Strategies: S1. Build up team image to change the current perceptions from Management S2. Create the necessity & independence of the team in functions S3. Address the beneficiary of the team in Management KPI game plan Tactics: T1. Build up professions - Technical information updates (Newsletter) - Knowledge database management (best practices, training & workshop) T2a. Worldwide surveillance on compliance - Company image is totally engage with compliance performance. Speech / Message to address on this changing trend T2b. Gate-keeping function - Set up procedures and policy to change / simplify the process (to be more supportive and effective but cannot be skipped) T3. Cutting vendor tail helps - Streamline vendors for better performance which decrease in complaint, failure, NGO surveillance. Dashboard will tell. Tactics: T1. Build up professions - Technical information updates (Newsletter) - Knowledge database management (best practices, training & workshop) T2a. Worldwide surveillance on compliance - Company image is totally engage with compliance performance. Speech / Message to address on this changing trend T2b. Gate-keeping function - Set up procedures and policy to change / simplify the process (to be more supportive and effective but cannot be skipped) T3. Cutting vendor tail helps - Streamline vendors for better performance which decrease in complaint, failure, NGO surveillance. Dashboard will tell.
- 5. LF BU / Stream / DivisionLF BU / Stream / Division Strategic Change ManagementStrategic Change Management Strategies: S4. Create total internal & external satisfaction experiences S5. Increase information transparency S6. Dedicated centre for judgment and improvement Strategies: S4. Create total internal & external satisfaction experiences S5. Increase information transparency S6. Dedicated centre for judgment and improvement Tactics: T4a. Introduce point of contacts - Ambassador for particular topics (ARA) T4b. Visual marketing - Information to be shared through One Family with video (i.e. FAQ in 2 minutes) T5. Share information proactively - As useful tips through mail - E-learning module - Design and develop knowledge database T6. We are well managing… - Latest regulations and standards - All auditing operations (internal & external auditors) support - Participation of international organization and program (i.e. GSCP) - Review and re-develop LF checklist and procedures Tactics: T4a. Introduce point of contacts - Ambassador for particular topics (ARA) T4b. Visual marketing - Information to be shared through One Family with video (i.e. FAQ in 2 minutes) T5. Share information proactively - As useful tips through mail - E-learning module - Design and develop knowledge database T6. We are well managing… - Latest regulations and standards - All auditing operations (internal & external auditors) support - Participation of international organization and program (i.e. GSCP) - Review and re-develop LF checklist and procedures
- 6. LF ARALF ARA Strategic Change ManagementStrategic Change Management Strategies: S7. Re-direct the mentality for seeking diversity and positive thinking S8. Create happy-working culture to boost creativity and team building S9. Identify potential leaders and talents for further empowerment Strategies: S7. Re-direct the mentality for seeking diversity and positive thinking S8. Create happy-working culture to boost creativity and team building S9. Identify potential leaders and talents for further empowerment Tactics: T7. Synergize manpower to maximize continuous improvements - Improvement Engine - Can Do T8. Introduce incentives scheme - BRAVO - VIX T9. Deliver contemporary training and workshop - Fun & Happiness - Changing game - Nice swap - Stand Up Tactics: T7. Synergize manpower to maximize continuous improvements - Improvement Engine - Can Do T8. Introduce incentives scheme - BRAVO - VIX T9. Deliver contemporary training and workshop - Fun & Happiness - Changing game - Nice swap - Stand Up
- 7. Great ideas from staffsManaged by idea poolEncourage forapplicable proposalAnd granted with awardand performance creditfor implementation Introduce a relax andenergetic atmosphereto boost interpersonalbonding and cheep upworkplace Develop positivethinking mindset to lookfor continuousimprovement andenhance personaldevelopment Introduce thebeneficiary of changingway of thinking byinnovative tools Encourage job rotationamong ARA peer group Reinforce idea andproposal generationwith appreciationreward scheme To identify the Star andthe ??? Streamline the strengthand weakness forfurther enhancement ortraining Strength team bondingby social gatheringBuild up personality andknowledge database
- 8. CustomersCustomers Strategic Change ManagementStrategic Change Management Strategies: S10. Make customers perceive the change for excellence is respect to voice of customers S11. Let customer realize that Social communities (NGO, Surveillance bodies) may judge differently on their own understanding with respect to individual culture, media address Strategies: S10. Make customers perceive the change for excellence is respect to voice of customers S11. Let customer realize that Social communities (NGO, Surveillance bodies) may judge differently on their own understanding with respect to individual culture, media address Tactics: T10. Create a platform to talk and share understanding - Alliance with external audit firms for seminar and workshop to address the influence of voice of customers - Collect VOC from questionnaire - Introduce ambassador and mailbox for Q&A T11. Address the bonding among supplier compliance performance with brand image and community awareness - Sharing global incidences through training - Brainstorming exercise for “What if” to indicate the need for excellence Tactics: T10. Create a platform to talk and share understanding - Alliance with external audit firms for seminar and workshop to address the influence of voice of customers - Collect VOC from questionnaire - Introduce ambassador and mailbox for Q&A T11. Address the bonding among supplier compliance performance with brand image and community awareness - Sharing global incidences through training - Brainstorming exercise for “What if” to indicate the need for excellence
- 9. VendorsVendors Strategic Change ManagementStrategic Change Management Strategies: S12. Re-direct vendors perception on the correlation of their performance with business sustainability S13. Show the balance of new way of working – Evaluate and support for improvements S14. Address the significance of changing process for win-win situation Strategies: S12. Re-direct vendors perception on the correlation of their performance with business sustainability S13. Show the balance of new way of working – Evaluate and support for improvements S14. Address the significance of changing process for win-win situation Tactics: T12. Make it a fair game plan - Address what good vendor can get and the loss of poor performer which is going to fade out in certain period of time T13. Organize on-site support - Customize training and improvement plan - Share best practices - Extract supportive information and resources from external audit firms T14. Winner takes up more concept -Design and develop KPI and scorecard scheme for performance evaluation Tactics: T12. Make it a fair game plan - Address what good vendor can get and the loss of poor performer which is going to fade out in certain period of time T13. Organize on-site support - Customize training and improvement plan - Share best practices - Extract supportive information and resources from external audit firms T14. Winner takes up more concept -Design and develop KPI and scorecard scheme for performance evaluation
- 10. Audit FirmsAudit Firms Strategic Change ManagementStrategic Change Management Strategies: S15. Address the business needs for third party auditing support S16. Boost the competition among audit firms for better services S17. Re-define the role and mentality of third party auditors Strategies: S15. Address the business needs for third party auditing support S16. Boost the competition among audit firms for better services S17. Re-define the role and mentality of third party auditors Tactics: T15. Request for service and grant with agreement - Request for proposal - Trial run T16. Make use of catfish effect - Develop KPI scheme with business allocation in return - Urge for better (proactive) service by addressing the strength of other competitors T17. Work and grow together - Always help (corrective action recommendation with whatever non-compliance findings) - Information sharing (keep track of change of trend and requirements and share update) - Speak-up through regular training, seminar and workshop to all business partners Tactics: T15. Request for service and grant with agreement - Request for proposal - Trial run T16. Make use of catfish effect - Develop KPI scheme with business allocation in return - Urge for better (proactive) service by addressing the strength of other competitors T17. Work and grow together - Always help (corrective action recommendation with whatever non-compliance findings) - Information sharing (keep track of change of trend and requirements and share update) - Speak-up through regular training, seminar and workshop to all business partners