Process Design/Change Management Portfolio
When our rapid growth revealed weaknesses in our closing process, the
president formed various task forces to research aspects of the problem. I
directed task force 5, given the task of defining how to manage the process. I
lead the servicing and liquidation manager and the senior credit officer in
this effort. The result was the Task 5 Report, which is largely my work based
on the collaboration of the three task force members.
After the task force work was complete in July, 1999, I began to direct the
change strategies for the process changes and office closings. This internal
document details the initial strategy behind the change that eventually culminated
in the launch meeting for “A New Season.” It also gives the schedule and tasks
for each member of management, all under my direction.
I lead the development of this detailed map of our loan production process.
Our intent was to use this map as a baseline from which we could make
deliberate adjustments to improve the process. Performance measures would have
come later. The initial plan was simply to expose and scrutinize the process.
I wrote this letter for the president to announce the closing of two
production offices and to set the stage for the additional process changes to
come. As I directed, this letter was given to all employees simultaneously in
group meetings lead by members of management. The president visited each office
to be closed on the same day and delivered the news personally, also as I
directed.
This “homework” material was given to each employee to set the stage for
the launch of “A New Season.” I assembled this material and led a discussion of this material as part of the launch meeting in
September, 1999.
This booklet was the primary message vehicle for the launch of the process
change, which we branded as “A New Season.” I authored the entire
booklet and planned the entire launch meeting in September, 1999.