RECOMMENDATIONS

RECOMMENDATIONS

Maxis main challenge today, of adapting effectively to a rapid changing and often hostile environment of telecommunication networking industry. Everything change too fast until the company is unable to cope with rapid pace. Maxis tells us about the company make a generation shifts at the top management in order to confront changing business environment and global competition. The paper aims to analyze the implementation of change in Maxis in order to deal with changing market environment and to shift to the updated telecommunication technology, 3G.

How successfully Maxis can manage the change process to adopt to the new technology which they going to adopt. Managing the changes in an organization requires a broad set of skills like political skills, analytical skills, people skills, system skills and business skills. Having good analytical skills will make maxis be a good change agent. Maxis should evaluate the financial and political impacts of the changes that can take place. Maxis should know that following a particular process at that instant would fetch you immediate financial effects and start that process so that the change process is noted by the management.

The workflow has to be changed in such a manner to reflect the financial changes that are taking place. Operations and systems in the organization should be reconfigured in such a manner that maxis get the desired financial impact. Successful management improvement efforts require the active involvement of managers and staff throughout the organization to provide ideas for improvements and supply the energy and expertise needed to implement changes. Employees at all levels if high-performing organizations participate in and have a stale in improving operational and program performance to achieve results.

Our work has shown that high-performing organizations use a number of strategies and techniques to effectively involve employees, including fostering a performance oriented culture, working to develop a consensus with unions on goals and strategies, providing the training that staff need to work effectively and devolving authority while focusing accountability on results. Employees in high-performing organizations understand the importance of and the connection between their performance and the organization’s success. The failure to constructively involve staff in an organization’s improvement efforts means running the risk that the changes will be more difficult and protracted than necessary (Becher 1989).

The various steps for a successful organizational change in Maxis can be carried out through the following steps. First is forming the coalition. Once we create the commitment of what we want to our vision to be, the second step is to form a coalition of all stakeholders. It's not only your senior management, but it is everyone that is involved with your company as well. Maxis must include both internal and external members of your organization. Because we work as a turnkey asset management provider to independent financial advisors, we needed their agreement to this commitment if we were going to move forward successfully.

Do not underestimate the time you will need to form your coalition. All of us react negatively to change initially. We all need time to digest and understand "what's in it for me." Each of your stakeholders will be hearing it for the first time. You need to allow them time and provide them with information to reach their own conclusion that it is not only in the firm's best interest, but also in their own interest to help make this commitment a reality.

         Second is envisioning the future. Paint a picture of what the firm is going to look like when this journey and transformation are complete. Many individuals who are part of your team will have difficulty understanding what the changes you are attempting to incorporate into the business really mean. They are going to ask how the change is going to affect the company and, more importantly, each individual within the company. We showed how, by offering these services, we would be able to grow significantly faster while providing our clients with a much higher value service, and that this would create more opportunities for each of our stakeholders. At the same time, if we didn't change, we were going to fall behind in the industry, leaving fewer opportunities for employees, becoming a less important partner in our financial advisors growth, and not doing all that we could in assisting investors to achieve their financial goals. It was not a very tough decision for our stakeholders once they had the information and time to confirm our vision (Aldrich, 1999).

Next is beginning the transformation. To begin, put together a step-by-step action plan with dates, milestones, and who's responsible for the achievement of each. It easier to paint a picture of your future than it is to get started creating it. However, it is empowering to reduce the steps necessary to create the future into manageable steps. Let's say that five years out you want to triple your asset under management while providing your clients with continuously improved private client services. By the fifth year you out, you want to deliver services that rivals what private banks offer. For many this commitment might be overwhelming. But if you break down all the steps you need to take by month, it can easily become a reality (Argyris, 1999).

Successful change is a real challenge because no one reacts well to change except the person that is driving it. When change comes, we all tend to immediately put our hands up and try to figure out how to avoid it. Behaviorists tell us that 80 percent of us are reactive thinkers who will do anything to avoid change. Twenty percent of us are creative thinkers, meaning we initially try to avoid the change, but then examine and judge whether it's a good change or a bad change. If we think it is a good change we will incorporate it into our lives. If creative thinkers believe it is a change for the worse, they will just figure out ways to go around it. The only way to ensure that change occurs smoothly is to have a road map that outlines the process that you will incorporate into your firm to make it work for your benefit.

Last one is embed it in the culture. Everything you're doing should be consistent with the commitment. In so doing, you create a new culture. In our case, our commitment was to wealth management for private clients. We wanted to provide the best advice to private clients available in regards to their life management issues. So we had to in effect destroy our old company and create a new company that would be able to achieve the results we wanted (Becher, 1989).

With every action we took, we asked ourselves if it was consistent with what we wanted to achieve. It is so easy to get side-tracked in our industry. Most of us are very tactical in our strategy so that we move from opportunity to opportunity and never give ourselves the chance to reach the next level of success. You have to establish system in your organization that will embed both your commitment and vision of the future in your organization. We have established meetings where each employee gets together with their team leader and the team leaders get together with senior management to make sure we stay on track.