Leading Organizational Change
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Abstract
This document will analyze the Wells Fargo Network organization to discuss organizational change and methods to overcome resistance.
Leading Organizational Change
Organizational change is the adoption of an organizational environment for the sake of survival. There are several types of organizational changes that can occur. They can range from strategic changes, organizational cultural changes; involve organizational structural change, a redesign of work tasks and technological changes to name a few. Strategic change involves revising the mission and vision. It can often include establishing new core values in quality, problem solving techniques, and teamwork or customer service.
Wells Fargo Network Structure
Wells Fargo Corporate Voice and Data Services is responsible for providing network connectivity for the corporation. Cross-functional teams are formed for the sole purpose of providing network connectivity for the organization. The team works together planning, making decisions and implementing the required actions to providing WAN services. The team members consist of a project manager, project coordinator, data implementation (DI) coordinator, DI engineer and support staff, and network design engineer. The team works with QA, finance and the warehouse personnel.
The Wells Fargo Network group is a structured organization responsible for all tasks associated with providing network services. The functions performed within network projects ranges from engineering creating logical and physical network design; the Data Implementation team ordering and receiving materials, installing equipment and dealing directly with vendors. The project manager is responsible for planning, scheduling, and directing the cross-functional team members.
Over the years, more than 1,500 banks and financial services companies have become a part of the Wells Fargo Corporation. The latest merger of Norwest Financial Services and Wells Fargo has shaped organizational culture and broaden the scope of the corporation. The organization is challenged to combine diverse backgrounds and skills of the various groups to form a unified corporation.
Crawford Associates has been tasked to analyze the work environment and recommend methods of leading and directing change within the Corporate Voice and Network Services organization. It is recommended that Corporate Voice and Network Services establish a network process team. This team will be responsible for recommending and documenting network process methodology.
Network Process Team Charter
The Network Process Team will be charted to support the development and maintenance of Network Process for Corporate Voice and Data Services (CVNS) of Wells Fargo. The team will provide long-term support as it oversees process development, administers process methodology, standards and consistency. The team will recommend improvement models to accommodate organizational and network design changes.
The Core Team should be responsible to oversee Network Process development and implementation. The Core Team will address immediate daily work needs and long-term strategy. The team will focus on management of the Development Team by prioritizing and resolving issues identified by the Development team. The long-term goals of the organization should be a factor considered by the Core team when it makes recommendations to management. The development of new CVNS business models will be done as a joint effort with the District Managers.
Roles and Responsibilities
The Network Process Development team will be responsible for developments, reviews, and network processes improvements. The team will consist of representatives from each district. The team members should support consistent and efficient network processes. Their roles and responsibilities include:
Review and implement approved processes
Review and facilitate progress of the process Development Team
Resolve issues raised by the process Development Team
Accept and prioritize