Since the employees are the ones that have to make this happen, a decision is made to get them behind the new initiative by listening and responding to their needs. An employee survey is conducted to identify key concerns and to provide a basis for dialogue between management and staff on key problems in the workplace and the challenges facing the company. In this new context, the first steps in restructuring are then taken. A cross-functional team of change leaders is established to plan and launch the new initiative. As they begin their work, important decisions arise.
Employees become more fearful of the implications of the changes underway.
Honest, prompt answers are guaranteed. The intervention is crucial in reestablishing a more open climate, and a culture that supports the redesign begins to emerge. And so the project continues, moving from problem to problem and success to success until a genuine turnaround is achieved. Within a period of fifteen months major production processes are completely redesigned and bureaucratic structures transformed. The company has a new corporate culture fuelled and supported by major increases in job satisfaction, productivity, profitability and customer evaluations.