E$.$ Statement of the Problem

There is a lack of SimCorp$$s global knowledge and culture in SimCorp Manila. This is because the Manila office is new and all $124$ of its employees have no prior experience of SimCorp$$s Technologies nor have they been able to experience SimCorp$$s global culture first$-$hand.

Part $2$ Planned Change

Change Initiative

The proposal to solve the problem of the lack of SimCorp$$s global culture and knowledge in Manila would be to invite Subject Matter Experts $($SMEs$)$ from SimCorp$$s Global branches to come to work in the Manila office. This would hopefully facilitate the transfer of expertise and encourage people to uphold the global culture of SimCorp as defined by the $5$Cs$.$

This change initiative aims to facilitate the transfer of the global culture of SimCorp according to the $5$Cs which are Caring, Customer Success Driven, Collaborative, Curious, and Courageous. To uphold the Caring attribute, having SMEs in the Manila office would encourage people to come to the office. This would encourage interaction and relationship building between employees, especially outside of work. To uphold being Customer Success Driven means to improve SimCorp Manila$$s competency that will positively affect the quality of work that SimCorp delivers to their clients. To become more Collaborative, being in proximity with your co$-$workers promotes collaboration with trust, integrity, and respect. Physical presence also removes the barriers of virtual communication. To demonstrate being Curious, having SMEs to hold small training sessions would help SimCorp Manila$$s employees to learn, explore, and grow. To become more Courageous means building relationships across SimCorp Manila that would encourage more brainstorming and help employees speak up their ideas and make bold decisions.

The change initiative will be able to supplement the lack of Social Learning within SimCorp Manila. As everyone in Manila is new to SimCorp technologies, there is not much learning to be gained from fellow Manila employees. Global SMEs would be able to provide coaching and mentoring using their expertise and years of experience consequently providing the $20\%$ in the $70-20-10$ model for development. The $10\%$ of Formal Learning could also be supplemented by Global SMEs by conducting small training sessions or brown bag sessions when SimCorp Manila employees could learn from the Global SMEs in a classroom setting.

The change initiative also is aligned with the theories of motivation to ensure that employees would be driven and motivated to learn the culture and expertise from the Global SMEs. Using the Reinforcement Theory, gaining new knowledge and building relationships with colleagues are the positive consequences people would experience after working onsite which will make them likely to come back again. Using the Goal Setting Theory, coming to the office to get to meet and learn from the international SMEs is a specific, challenging, and attainable goal which would serve as an anchor to focus the employees$$ efforts. Using the Expectancy Theory, making the office a place where employees can gain new knowledge and connections would make employees expect that they would improve themselves when they come to the office. Using the Agency Theory, upholding the culture of $5$Cs and improving oneself are aligned with the best interests of the company.

The change initiative is also justified by the following analysis using the MARS Model of Individual Behavior. On Motivation, having the Global SMEs would provide direction for the employees to learn from SMEs. Learning from SMEs requires medium amount of intensity to achieve and having the SMEs as sources of knowledge through informal learning or short training sessions require minimal persistence. On Ability, having Global SMEs work with the Local SimCorp Manila Employees would help improve the employees$$ capabilities and competencies. The employees' improved capabilities and competencies would drive them to deliver a better quality of work. On Role Perception, Proper communication should be made so that learning the culture and knowledge from Global SMEs comprises part of their role as it will help the organization achieve its business goals. On Situational Factor, Prior to the change initiative, the situational factor that the employee cannot control is the absence of an SME in the Manila Office. Changing the situation to have a global SME be present in the Manila Office would encourage employees to learn more. Diagnose Using ADKAR model.