A Sea Change in Staffing at Leapfrog Innovations Essay

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered

IZL hired Jack Carlisle to restructure and reorganize its Information Technology (IT) department for its growing financial services organization. Our company is overwhelmed with internal turmoil which has seen the abrupt resignation of the company's Chief Executive Officer (CEO) Chuck Hansen. The newly appointed CEO, Jim Giles, the former newly hired Chief Operating Officer (COO), seems to playing office politics and is trying to develop his own inner circle. Jack Carlisle, who is a straight shooter must assess the changes needed, both strategic and tactical, in an environment

1) Lack of open communication - Companies hierarchical structure is quite wide and there is a big gap between senior management and base-line workers. There seems to be enough communication between senior and middle management (Marc Fontaine to meet manufacturing director and Redgrove plant director), but there seems to be not so open communication between Middle management and floor level managers (Page was hesitant to talk to Marc). The assumption-observation error is one of the critical errors in communication, and Marc being a newbie might have to establish that trust and open communication channels to better understand the needs to floor workers.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Fisher believes timing is extremely important when managing change. He believes if you attempt to force change through before the majority of people are ready, then the change is not likely to be as effective in the long term.

Additionally, it contained no effective way to audit the system to ensure data reliability. This goal being so ambitious, yet most facilities were meeting it and no one questioned it or asked themselves "how is every facility is hitting this goal?" This confirms the lack of an audit system to review the data. Finally, the failure

* Lack of control over required number of tools and no current maintenance programme creating a hoarding ethos with the teams as a whole suffering.

LeapFrog group is part of the Fortune 500 companies. Leapfrog is a nonprofit organization that work towards a quality and safety health care by providing surveys and reports on hospital performances in the look to find the best health care providers for the community. By assigning letter grades to hospitals based on patient’s safety, by preventing errors, injuries, accidents and infections. On the other hand the health care hospital that are recognized for their care, quality and customer service will be recognized and rewarded.

Chris Sprague is the CEO of Leapfrog Technology Inc., a software company working on software development. Headquartered in Seattle, USA, the development center of the company is located in Kathmandu.

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

In addition, I found that there is some disconnect apparent regarding the retirement of Curt Hannes and the succession of Harry Markham. Many of the flaws discovered are the direct result of a lack of adequate attention at the management level and/or the presumption that there is little need for continuous and rigorous upkeep. If you intend to

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps: