Presented by Team 2: Boukhalfa Taha

Benamar SoukainaEl Hatimi LamyaeLakribssi Kaoutar

Sahli Mohamed Salah

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EIS SIMULATIONWHAT WE LEARNED

Academic Year 2011/2012

Professor :Pietri José

Plan 1. The Context

2. The Strategy

3. The Change

4. Results

5. Team dynamic

6. Our Team

7. A good strategy

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1- The Context Our team is sent for 6 months by EuroComm Corporation to introduce an innovation in one of its

subsidiaries : Teleswitches LTD.

The innovation is the Executive Information System that is supposed to increase the company’s

performance.

Ann Finkelbaum, the CEO of Teleswitches, has been asked to implement the EIS for 2 years but was

against any change.

Both sides (Our team and Teleswitches members) don’t have any information about each other.

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2- The Strategy (1)

2.1 Global Objectives :

Analyze the environment

Convince first the top managers to reach the approval of the

CEO

Once the managers adopt the EIS, they would be in charge

of conducting the change within their teams.

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2- The Strategy (2) 2.2 Steps defined Analyze the organizational chart =>determine the 5

managers conserned by the personality study

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6The EIS Challenge(www.calt.insead.edu/eis)

AAAngehrn/INSEAD

{ MANAGEMENT TRAINING }

{ SEEK ADVICE }

{ PERSONAL PROFILE }

{ TASK FORCES }

{ INTERNAL MAGAZINE }

{ DIRECTIVE }

{ WORKSHOP }

{ NETWORKS }

{ COVERT LOBBYING }

{ COFFEE BREAK }

{ DIRECTORS MEETING }

{ ELECTRONIC MAIL }

{ QUESTIONNAIRE }

{ PILOT TEST }

{ STAFF MEETING }

{ FACE-TO-FACE MEETING }

{ MEMORANDUM }

{ EXTERNAL SPEAKER }

Initiatives

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George Glenn

Hillary Ross

Franck Scotti

Donald Pierce

Ernest Stone

20 years of service International

experienceTrust : a key value

Traditionnal processTravel to see what happens elsewhere

Likes interaction lunch/dinner

Sociable

Cost Control

Accepts change only for cost improvment

Wild ideas

New within the company

Not organized

Personnalize work

Potential of HR

«  people person»

Oups!!!! Negligence of the structure of the company : closed hierarchy 

The approval of the CEO was mandatory for many key initiatives 

Not understanding the initiatives (something we didn’t do) 

Misreading the organization chart (the key actors)Forgetting to predict the managers reactions to change 

Facing some strong characters when it comes to change 

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2.3 - The change (1)

Meeting Ms Finkelbaum earlier than planned

Getting the interest of Cynthia in The EIS is primordial

Informing all teams about the project

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2.3 - The change (2)

The reflection of changing some key points on our strategy :

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Initiatives /phases

To do Not to doAwareness • Get information to analyze the

different managers personalities by Personal profile, networks

• Introduce your team and mission by Memorandum for example

• Neglect the company’s hierarchy and the influential networks

• Impose the project by sending electronic mail or asking for face to face meeting or seek advice.

Interest •Solicit face to face meeting and seek advice to drive people towards the project goals

•Favor directors meetings and staff meeting discussion when the managers are interested enough

•Organise a Pilot test or a questionnaire when the interest level is not reached yet

Trial •Take initiatives at the right time and know what to prioritize

For example sometimes it’s better to organize face to face meeting than workshop. Other times, it’s better to do the opposite.

•Use Covert lobbying to get to our goal faster

Experience

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To Do Not To Do

Strategy Point out and start the change process with influential people

Deal only with department heads and neglect influential

networks

Initiatives •All channels of communication are important

•Favor directors meetings when the leaders are

interested enough.

•Disregard the organizational chart

•Use lobbying in companies where trust and teamwork are core

values

4. Results (1)

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4. Results (2)

Aware Interested Trying Adopted

Ivan Skull Ann Finkelbaum Donald Pierce Frank Scotti

Omar Schal Bart Bell Hillary Ross George Glenn

Silvia Linn Cynthia Jones Linda Dubois

Ernest Stone Mel Schmidt

Jean Bonnain Quentin Ryan

Ken Lee Tina Fein

Nick Meyer Victoria Strong

Pam Kahn Wilma Long

Rob Boss Xavier Ras

Urs Dodd

3 10 9 2

The CEOThe 5 top managers

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4. Results (3)

discovery of the

networks and tools

Seek advice + Face to face meetings

Covert Lobby

Directors meetings

The graph slightly started taking off at the third week

The call from Eurocomm, the first week, made us think that the number of

decisions taken matters

5. Team dynamics

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Collaboration to define the strategy and take decisions

Resort to votes when an agreement isn’t reached

No leader and followers pre-defined

In reaction to unexpected events, the members of the

team adapted together the strategy according to the

feedbacks

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0

10

20

30

40

50

60

70

45 min 1h15 1h30 1h45 2h > 2h

# of decisions

5.1 Decisions made throughout time

5.2 Quality

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First stage : good quality decisions respecting the elements of the good decision chain

Following stages :blurry decisions due to the level of stress and unexpected events

Our Team

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Soukaina in the role of :«  Sorry for being late !!»

Salah in the role of :«  Guys !!! No more time !!!»

Kaoutar in the role of:«  If we do this, we will win !!!»

Lamyae in the role of :«  No, we already did this !!!»

Taha in the role of :«  Relaaaaax guys !! Take it

easy»

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Soukaina ‘s role

Contribution :

Vibes-watcher, Analyzer and coordinator

Impact :

Make our work more productive. Respect and listen to other members'

views

Without me :

The team would have lost its focus

They wouldn’t have lost time getting me involved

Lamyae ‘s role

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Contribution :

-Analyzing the feedbacks

-keeping records of all the initiatives taken and their

outcomes

-Initiating votes when the team disagreed

The impact :

-Remembering why and when an action did or not happen

Without me :

-No records kept of all the initiatives

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Kaoutar ‘s role

Contribution:Giving my opinions Understanding the feedbacks

Impact: Take decisions when the situation has stagnated

Without me: The overall score would have been better if I didn’t initiate a covert lobbying

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Taha ‘s role

Contribution : Analyzing the situationDealing with unexpected events

Impact :Motivation of the team members

Without me :

Increase the level of stress and its impact on our decision making process

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Salah ‘s role

My Contribution: Supporting the team while making decisionsKeeping track of the timeInforming the team members of the time remaining to take the best initiatives

Impact:As time was passing, I pushed the team to take quick decisions

Without Me:The due date wouldn’t have been respectedThe level of stress wouldn’t have been high

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What is a good strategy to implement change?

Prepare how to inform about the project

Know about the different profiles of influential members

Analyze who is responsible for what and the internal

interactions

Gain the support of key actors

Understand the corporate culture and don’t neglect the

hierarchy

Respect the deadline in our decision making proceess

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ORGANIZATIONALDIAGNOSIS

INDIVIDUALS

NETWORKS

ORG. CULTURE

Role & history

Attitude towardschange

Motivation & Resistance

Influence

Formal & informalnetworks

Power & diffusionnetworks

Communication culture

Positive/negative signals

Values & vision

Mgmt style

The EIS Challenge(www.calt.insead.edu/eis)

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STRATEGY

ORGANIZATIONALDIAGNOSIS

EFFECTIVE ORG.L

INTERVENTIONS

Adaptive

Explicit

Key driving principles(collaborativevs. competitive)

Leveraging networks& key individuals

TACTICS

Adapted to people, timing& adoption stage

Target individuals vs groups

Open vs. covert

Collaborative vs competitive

Expectation mgmt

Process fairness dimensions

AwarenessInterestTrialAdoption

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INDIVIDUALS

NETWORKS

ORG. CULTURE

Role & history

Attitude towardschange

Motivation & Resistance

Influence

Formal & informalnetworks

Power & diffusionnetworks

Communication culture

Positive/negative signals

Values & vision

Mgmt style

PROCESS

AAAngehrn/INSEAD

The EIS Challenge(www.calt.insead.edu/eis)

Thank you for your attention

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Now it’s your time to take the right decision and ask the right questions