Challenge

I was recently appointed as head of IT organization for a multinational company which established a  global service center in my location (one of the five) six years ago. The challenge is that how we can  make our local organization as one of the best places to work for our employees and as a service center  of choice for our internal customers in the company

Selection

The tool that I chose was mind mapping. I invited each member of my local leadership team to brainstorm  together by reviewing the data from the past 6 years on local footprint growth (number of employees &  services provided from our location) and then identifying/listing down the issues.

Application

I set up a design workshop sessions (virtual due to COVID 19 situation) with my leadership team (each  member represents IT sub function locally) to create a strategy and a tactical plan. I used online tool  called Miro to collaborate. This tool provided ability to collaborate virtually through white boards & post-it.  As a first step, I shared the growth data, employee satisfaction scores, employee feedback from recently  concluded surveys. I asked everyone to go through the data and start putting the points (or reasons)  which is causing our employees to share positive or negative feedback, affecting the footprint growth in  our location and the low number of services being provided to customers when compared to other  centers.

Insight

Each member after reviewing the data started listing the points (both positive and negative). A few of  them were – Lack of employee growth opportunities (new positions) leading to employee frustration,  employees in sub functions working in siloes with low to none interaction, low number of trainings being  organized, disconnect between local leadership and global leadership in terms of expectations.

These insights quickly enabled me to take concrete actions immediately, such as -  organized cross “sub  function” initiative that allowed employees from different functions to interact and collaborate -   created  a  newly created IT communication group which organized fun events, helped to seek continuous feedback  from employees on activities – knowledge sessions and training to build skills and spark curiosity in the  employees

Approach

This technique worked very well for me as it helped to engage all the employees quickly. I think next time,  I would also focus on to use this technique to evaluate the strategy every six months if it is working or not  (or requires some course correction depending on company´s internal developments) after each  feedback.


Challenge I was recently appointed as head of IT organization for a multinational company which established a global service center in my location ( one of the five ) six years ago . The challenge is that how we can make our local organization as one of the best places to work for our employees and as a service center of choice for our internal customers in the company Selection The tool that I chose was mind mapping . I invited each member of my local leadership team to brainstorm together by reviewing the data from the past 6 years on local footprint growth ( number of employees & services provided from our location ) and then identifying / listing down the issues . Application I set up a design workshop sessions ( virtual due to COVID 19 situation ) with my leadership team ( each member represents IT sub function locally ) to create a strategy and a tactical plan . I used online tool called Miro to collaborate . This tool provided ability to collaborate virtually through white boards & post - it . As a first step , I shared the growth data , employee satisfaction scores , employee feedback from recently concluded surveys . I asked everyone to go through the data and start putting the points ( or reasons ) which is causing our employees to share positive or negative feedback , affecting the footprint growth in our location and the low number of services being provided to customers when compared to other centers . Insight Each member after reviewing the data started listing the points ( both positive and negative ) . A few of them were – Lack of employee growth opportunities ( new positions ) leading to employee frustration , employees in sub functions working in siloes with low to none interaction , low number of trainings being organized , disconnect between local leadership and global leadership in terms of expectations . These insights quickly enabled me to take concrete actions immediately , such as - organized cross “ sub function ” initiative that allowed employees from different functions to interact and collaborate - created a newly created IT communication group which organized fun events , helped to seek continuous feedback from employees on activities – knowledge sessions and training to build skills and spark curiosity in the employees Approach This technique worked very well for me as it helped to engage all the employees quickly . I think next time , I would also focus on to use this technique to evaluate the strategy every six months if it is working or not ( or requires some course correction depending on company´s internal developments ) after each feedback .