a. Prepare an implementation plan for change that would enable Gar Finnvold to create a fully competitive computer service within two years.
b. How could Finnvold conduct an organizational diagnosis that would lead off his implementation? Be specific about how he could ensure mutual engagement.
Review the list of possible interventions below as you develop an implementation plan for NCO.
1. Redo the compensation system to tie a larger portion of an individual's pay to an assessment of that employee's performance.
2. Evaluate all middle managers to determine whether they possess the requisite skills-redeploy those who don't elsewhere in the bank.
3. Ask the Chairman to invite bids from external computer operation suppliers to outsource all services now provided by NCO; distribute the specifics of the bids to all NCO employees.
4. Allay fears by assuring employees that no further layoffs will occur.
5. Involve employees in discussions with senior management about what's wrong with NCO.
6. Have Finnvold and the Management Committee adjourn to an off-site meeting to develop a vision and strategy for NCO.
7. Survey current customers to determine their level of satisfaction with NCO services.
8. Redo the performance appraisal form to include "customer responsiveness" as a criterion for performance evaluation.
9. Urge the Chairman to reconsider allowing National Bank units to outsource computer services.
10. Create a core group of employees from all functions and levels to develop a vision statement for NCO's future.
11. Introduce a bonus system that ties a portion of employees' salary to overall performance of NCO.
12. Have Finnvold and the Management Committee conduct an industry analysis to understand the dynamics of the computer service business and marketplace.