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Published by: Keisley Harris
Published: Mar. 1, 2003 - 142 Pages
Table of Contents
- Introduction
- 1 The case for creating a service culture
- 2 The approach to cultural change
- 3 Step 1: Make the case
- 4 Step 2: Plan the initiative
- 5 Step 3: Seminars
- 6 Step 4: Gap analysis
- 7 Step 5: Workshops
- 8 Step 6: Change plan
- 9 Step 7: Implementation
- 10 Step 8: Measurement
- 11 Consultancy assistance
- 12 Conclusions
- App A Results from ‘sources of conflict’ questionnaire
- App B Suggested seminar content
- App C Desired future state
- App D Staff questionnaires
- App E Facilitator notes on workshop content
- App F Guidance on facilitation skills
- App G Areas where management can give leadership
- App H First meeting of the change team
- App I Format of a typical change plan
- App J Example behavioural guidelines
- App K Process improvement using service blueprinting
- App L An alternative change-team approach
- App M Choosing a set of methods for assessing service quality
AbstractThe IS/business relationship is an almost universal problem whose solution lies in creating a unique IS service culture. This guide enables companies to implement a service culture without external assistance. For those companies that desire assistance, the guide empowers them to make informed decisions on the necessary extent of outside involvement.
Most IS departments seek to get close to the business. They look to establish the kind of effective partnership that leads to full exploitation of IS by the business. However, if there are problems in the relationship and in the perceptions that the business has of the IS function, then there will be barriers in achieving partnership. This guide is all about removing those barriers by creating a strong customer service ethos in the IS department, one that will lead to higher levels of customer satisfaction and to better relationships between IS and the business. Cultural change is not easy. However, the guide sets out in full detail a proven process for achieving success.
The guide describes in detail each of the eight steps in the consulting process used by Keisley Harris in helping the IS department to create a service culture. The aim throughout is to ensure that proven tools and techniques are available to the reader in concrete terms. The material for each step includes:
- A detailed description of what has to be done at that step
- A checklist of key points
- Detailed examples, exercises, questionnaires, agendas for workshops/meetings, facilitator's guidance notes and the like
The guide comprises twelve sections and thirteen appendices. The core of the guide describes an eight-step process for creating a service culture. The steps are:
- Make the case: This is about being clear about why you are doing this, what you hope to achieve, and how you will sell it to others.
- Plan the initiative: Plan the initiative in overall terms.
- Seminars: All staff attend a short seminar (typically half a day) which explores why we need to do this, provides food for thought on what produces excellent service, and allows staff to provide some input into the form of the change process. The aim is to get everyone receptive to the aims of the initiative and to get them thinking about what changes might be needed.
- Gap analysis: This step obtains the thoughts of both staff and customers on where the department is now versus where it ought to be in terms of its service culture.
- Workshops: All staff attend a workshop (typically one day, and run sufficient times to accommodate all staff in small groups). Each workshop allows the staff attending to review the gap analysis, to identify issues in the analysis that need attention and to come up with their ideas for addressing some of those issues. Thus, taken together, the workshops produce a whole clutch of ideas from staff for improvement.
- Change plan: A change team is formed from a cross-section of people in the department to take the ideas from the workshops, to sift and refine, and to convert them into a coherent plan of change. The plan also sets out what mechanisms need to be put in place to ensure that momentum is maintained, i.e. the goal of continuous improvement is achieved.
- Implementation: The change plan is put into effect.
- Measurement: Appropriate measures are put into place to assess to what extent the planned improvements are actually materializing.
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