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Prompt

Create a report to cover the pre-implementation and implementation phases of the change management plan in the course scenario.

Specifically, you must address the following rubric criteria:

  • Identify two key stakeholders or sponsor roles for the change process from the Singapore headquarters and the U.S. branch.
    • Refer to the Leaders’ Self-Evaluations document for additional context.
  • Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across departments.
    • How can each stakeholder improve the change initiatives’ likelihood of success (for example, by acting as opinion leaders, connectors, counselors, and journalists)?
  • Identify strategic goals that align with the change management plan and provide rationale. Consider the following in your response:
  • Explain how improvements to organizational systems can ensure successful and sustained behavioral change.
    • Refer to the Exit Interviews to identify the areas of change.
    • What are the processes, procedures, or policies that need improvement?
    • How will these improvements impact the behavioral change of employees at the U.S. branch?
  • Recommend at least two enhancement strategies for team collaboration.
    • Refer to the Exit Interviews and Leaders’ Self Evaluations to identify the problems of team collaboration.
    • What are the reasons for lack of collaboration between team members across both locations of the organization?
    • How can an individual performer become a team player to improve team collaboration?
    • How should leadership behavior change to build trust?
  • Determine a change management model that can be used at the U.S. branch and provide justification.
    • Based on your evaluation of the challenges that the U.S. branch is currently facing, choose from the following change management models:
      • Kotter’s change management model, Lewin’s change management model, or ADKAR change management model
    • How would you use this model at the U.S. branch?
  • Describe the steps needed to implement the change management model at the U.S. branch. Support your response with research.
    • How would you mitigate and remove any roadblocks in the change management process?
    • What are your plans to deal with the impact of planned and/or unplanned changes and any contingencies?
    • What milestones need to be accomplished for change implementation to succeed?
    • How would you measure the success of your change management plan?

MBA 687: VISION, MISSION, AND STRATEGIC GOALS

VISION:

Leveraging technology, people, and resources, we aim to help our customers

transform all facets of their business operations and drive innovation. We achieve

our goals through our most valuable resource—our PEOPLE.

MISSION:

Create unprecedented value, service, and opportunity for our customers,

employees, and partners. We are innovators, dedicated professionals, and are proud

to uphold the traditions of commitment, excellence, and teamwork.

• Giving our customers the best customer experience, building customer

confidence, conquering all challenges, and demanding the best of ourselves.

• Pursuing excellence in everything we do and being a leader in innovative

information technology strategies and services.

• Empowering all employees to provide services that exceed our customers’

expectations and make our community the best.

VALUES:

Unity

• We value the contribution of every member.

• We inspire and encourage high levels of employee engagement through

recognition, effective communication, and constant feedback.

• We train together, work together, and look out for one another.

Excellence

• When the training, preparation, and teamwork all come together, we are at

our best.

• We give our customers the best customer experience, build customer

confidence, conquer all challenges, and demand the best of ourselves.

• We choose to perform at the highest level of excellence.

Service

• We empower all employees to provide services that exceed our customers’

expectations and make our community the best.

• We pursue excellence in everything we do and are leaders in innovative

information technology strategies and services.

• We strive to serve best-in-class offerings that meet cutting-edge business

requirements.

Strategic Goals:

The company will achieve our vision and mission in the next five years by

focusing on the following strategic objectives:

1. Growth

The company will advance the mission by:

• Supporting and promoting U.S. businesses’ efforts to develop, sustain and

expand operations.

o Deliver service-oriented solutions and foster more customer

loyalty across the organization.

o Increase the company’s U. S market, allowing us to operate on a

larger scale and increase profitability.

▪ Create a balance between revenue and expenses.

• Decrease expenses by 5%.

• Increase revenue by 10% annually.

o Increase the value of the company for our shareholders,

stakeholders, or owners.

o Secure a good reputation, Net Promotor Score (NPS) to boost

sales, and broaden our customer base.

o Ensure the organizational system is aligned, integrated, and

equitable.

2. Talent and Learning

• Supporting Bringing on the best employees, retaining high-performing

talent, training, and enabling managers to devote more resources to

employee core competencies.

o Employee salary and benefits packages will be competitive within

the Willington, DE area.

o Design a succession plan to identify and prepare candidates for

high-level management positions that become vacant due to

retirement, resignation, death, or new business opportunities.

o Address the company’s leadership needs to ensure a selection of

qualified leaders that are diverse, a good fit for the organization’s

culture, and who have the necessary skills for the organization as

the company scales.

o Create a training, learning, and working environment that is

caring, safe, and healthy, and values human diversity.

o Recruiting and promoting highly qualified management personnel.

• Provide effective work systems that meet the needs of leaders and

frontline employees.

• Provide a regular flow of information to employees and stakeholders.

o Gather and analyze employee and stakeholder concerns to define

and deploy appropriate solutions.

o Increase the percentage of employees who have a high degree of

satisfaction with the quality of recruitment, training, recognition

and reward opportunities, and the company’s benefits.

o Ensure that 75% of exiting employees indicate satisfaction with

their work experience in an exit survey or interview.

o Evaluate the quality of recruitment, training, recognition and

reward opportunities, and work systems through a regular annual

employees’ survey, with an 80% satisfaction rate or an increase of

five percentage points.

3. Customers

• Acquire new customers from innovative offerings.

• Expand sales in the U.S. national market and attract new customers from

innovative offerings.

• Conduct market research during the first half of the year and develop

appropriate customer messaging strategies.

4. Marketing

• Acquire Enhancing marketing and visibility efforts.

o Grow a percentage of sales from new client contracts.

o Foster lifetime customer loyalty with marketing campaigns scaled

to meet the company’s needs.

o Increase social media impressions among the new target audience

by 30%.

o Ensure that adequate leadership, personnel, and resources exist

to achieve our marketing goals.

o Add two full-time community managers to better manage

comments and questions received on social media.

MBA 687: US Branch Overview

• U.S. annual profit in 2020: $459,680
• Jump in U.S. annual sales in 2020 7.8%
• Labor cost 30% of total revenue ($1M)
• Benefits accounted for 29.9% of total employer costs for an employee’s

compensation
o Benefits include paid leave, supplemental pay, insurance, retirement, and

savings plans and legally required payments like FICA.
o As mandated by the Affordable Care Act (ACA), companies with more

than 50 full-time employees must offer a company health plan or pay a
tax penalty.

o Medical and HRA cost $41,160 annually.

Delaware Small Business Data

# of small businesses in DE 82,212
# of small business employees in DE 187,556
% of employees working in small business 46.9%
% of small business profitability in the United States 40%
% of small business CEOs concerned about growing revenues 23%
Average turnover small business (voluntary) 45%
Average call center turnover (voluntary) 30-40%
Average tenure of an employee in the United States 4.2 years
% of small business owners concerned about recruiting
and retaining talent

16%

Engagement
Employee Net Promoter Score (eNPS): -10

• An eNPS score can range anywhere from -100 to 100

New Hire 90-Day Failure Rate: 46% of newly hired employees fail within 12 months

• Total turnover rate: 28.8%
• Of all employee turnover, 70% is voluntary
• Retirements account for 1%
• Older individuals tend to stay at the same job for longer periods than

younger employees
o High-Tech Industry Turnover: 20.9%
o Services Industry Turnover: 20.9%
o Average call center turnover (voluntary): 30–40%
o Average small business turnover (voluntary): 45%

Potential Causes of Turnover
• Low company morale
• Lack of opportunities for training and career growth
• Work-life imbalance
• Poor management or leadership practices
• Poor communications

Employee turnover costs a company 21% of the employee’s salary. The replacement
cost per employee is $4,100 per employee.

Demographics
1. Years of service with the job role

• Executive Leadership (VP): 7 years
• Manager (Director/Manager, Accounting, Sales, CS): 3.33 years average
• Lead Specialist/Key Expert (Coordinators/Team Leaders-Payroll, CS, Shipping

and Receiving): 1.76 years average
• Senior Level Specialist (Business Development Executive, Executive Office

Administrator, Senior CS Specialist, Senior Sales Account Specialist):
1.26 years average

• Mid-Level Specialist (CS Specialist II, Business Development Specialist),
1.0 years

• Entry Level Specialist (CS Specialist I, Accounting Specialist, AR and AP, Office
Specialist I, Sales Account Specialist I): 0.75 years average

2. Years of service with this branch

Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5%
11–15: 0
16+: 0
Prefer not to answer: 2.5%

3. Years of service by age group

Ages 20–24: 1.2 years
Ages 25–34: 1.4 years
Ages 35–44: 3.9 years
Ages 45–54: 4.1 years
Ages 55–64: 4.7 years
Ages 65+ 0.0 years

4. Percentage of employees by age group

Ages 20–24: 45%
Ages 25–34: 35%
Ages 35–44: 10%
Ages 45–54: 5%
Ages 55–64: 5%
Ages 65+ 0%

5. Percentage of employees by gender identity

Male 30%
Female 55%
Non-binary 10%
Other 5%

6. Race/ethnic identification

African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents

Organization Chart

MBA 687 LEADERS SELF EVALUATIONS

Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled | Very Skilled

Title: Vice President
Job Summary
Leads departments and operations for an entire organization and creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and evaluates other executive leaders’
work and the success of the organization. Maintains awareness of external and internal
competitive landscapes, opportunities for expansion, customers, markets, and new industry
developments and standards. Manages the strategic plan that guides the direction of a
team’s business and collaboratively works with the executive management team to identify,
prioritize, and act upon company needs, focusing on integration strategies to ensure optimal
efficiency. This position requires competencies such as analytic and strategic thought, vision,
orientation to detail, customer focus, talent management, resource management, and
leadership skills.

Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion from startup and evaluated the
organization’s success. This past year, we identified ways to increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting manager, prepared new
operating budgets, and greenlit pilot projects using AI and chatbots to compete in an
increasingly digital economy. My understanding of the external factors affecting the
organization will help us think ahead and be ready for changes in the market. My most
tremendous success was bridging the gap between the company’s day-to-day running and
the board of directors’ sweeping visions. Since taking on the new role, I realize my leadership
skills come from years of experience and knowledge throughout life. This wisdom has
impacted my judgments, decisions, and actions. I have learned to focus on a clear purpose
and mission. I have consistently shown commitment and motivation since joining the
company, and I want us to succeed. I am a leader who focuses on meeting set deadlines and
objectives on time. I realize that I can be too controlling in a project, and I don’t give other
team members enough room to contribute or develop their ideas. I must learn to give others
more space and let them take the initiative, too. Maybe I should try harder to promote the
company’s culture and values within my team. While I regularly hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I am often frustrated, and I
find it hard to communicate when faced with other leaders’ behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team and I have accomplished
during the past year.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔
Strategic
Thinking Skills


People
Management Skills


Change
Management Skills


Communication
Skills

Ethical Practice ✔
Tech Savvy
/Computer Skills


Fostering
Teamwork

Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Sales Manager
Job Summary
Leads the sales and marketing functions, including strategic planning, budgeting, forecasting,
and maintaining scalable processes that differentiate and highlight the value proposition
from concept to execution for all business areas. Drives profitable revenue and market share
growth through domestic and international marketing programs to email, print/digital, CMS,
and social media platforms. This person is highly collaborative and works cross-functionally
to devise campaigns that engage, inform, and motivate to raise brand awareness. Manages
and coaches inside sales and outside sales teams.

Sales Manager Self-Assessment:
After taking the time to evaluate my performance, I would like to highlight a few of my best
achievements from the past year. At the beginning of the period, I spearheaded the launch of
our organization’s first sales industry research report. My promotional efforts helped secure
a speaking engagement at two national sales conferences, which will help the company meet
its annual objective of increasing industry exposure and promoting our customer value
proposition. Additionally, I assisted in overhauling our website content with IT and helped
procure a new data partner. As a result, our paid search efforts’ ROI has increased by 120%
year over year and influenced $6 million in our latest service line sales. Because of this year’s
marketing strategy’s ambitious nature, there were times when I pushed my team hard to
perform at their best, put in extra hours, and deliver on highly demanding projects. While I
would never compromise on my drive for results, I must take the time to give more
thoughtful and considerate feedback to members of my team.

This quarter, I noticed that I could have delegated and communicated strategic goals to our
team better. Passing more projects to the outside sales team will help me become more
efficient while also providing them more opportunities for skill-building and career
development. Additionally, I believe meeting with the VP, call center, and sales team bi-
weekly instead of monthly will help improve cross-department communication and ensure
marketing campaigns are better aligned with overall company goals.

By the end of next quarter, my goal is to improve my cross-cultural practices by taking an
online training session. I’ve been working more closely with the call center team in the past
few months and want to collaborate more effectively to understand and achieve our team
goals.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔
Strategic
Thinking Skills


People
Management Skills


Change
Management Skills


Communication
Skills

Ethical Practice ✔
Tech Savvy
/Computer Skills


Fostering
Teamwork

Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Accounting Manager
Job Summary
Manages accounting functions, including analyzing various accounting functions (A/R, A/P,
cost, and accounting) to understand what makes clients profitable, ensures accurate
transaction records, evaluates financial processing, and controls transaction processes.
Manages sub-ledger agreements (inventory, AR, sales, COGS) to the general ledger and
investigates and corrects any variances. This person sets the example of integrity, ensuring
monies and assets are protected against unauthorized use or removal and loss due to a
criminal act or breach of trust. Works cross-functionally, multitasks, problem solves, thinks
of the big picture, and focuses on process improvements to improve efficiency and follow
generally accepted accounting principles (GAAP). Coaches accounting associates and works
with operating managers to ascertain their need for accounting data.

Accounting Manager Self-Assessment:
After taking the time to evaluate my performance, I would like to highlight a few of my best
achievements from the past year. At the beginning of the period, I Initiated corrective actions
for maintaining accounting records, improving record accuracy by 75%. The accounting team
implemented an accounting records maintenance system, replacing the old, inefficient one. I
spearheaded our organization’s new digital timekeeping system, replacing the outdated
process and eliminating “paper” timekeeping. We continuously met audit standards this
year, and this is for two years in a row, owing to exceptional account management skills. This
quarter, I noticed that I have not been delegating enough work to other team members and
have challenges communicating strategic goals to our team. Passing more projects to the
accounting team will help me become more efficient while also providing them more
opportunities for skill building and career development.

By the end of next quarter, my goal is to streamline the accounting systems by implementing
standard operating procedures for each subsystem. It is important not to build silos and
understand the big picture and our team goals. I am working on transactional accounting
improvement, but I also think a strategic approach is necessary. I have worked closely with
the customer success coordinator/team leader, but I would like to address with top
leadership the communication breakdown, the top-down approach, and ways to collaborate
more frequently. I can offer my professional opinion on where best to align finance and
accounting programs to the strategic plan and on building action plans to support overall
business success.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔
Strategic
Thinking Skills


People
Management Skills


Change
Management Skills


Communication
Skills

Ethical Practice ✔
Tech Savvy
/Computer Skills


Fostering
Teamwork

Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Customer Success Manager
Job Summary
Manages the customer success function and provides input on strategic customer plans to
help identify areas where the company can improve overall service delivery, quality, and
excellence. Develops customer relationships that promote retention and loyalty. Creates
department policies and procedures that optimize the customer experience. This person has
the highest accountability level for call center supervision and performs basic human
resource tasks such as hiring and training staff. Coaches the customer success
coordinator/team leader in improving service efforts, scoring performance, and developing
support strategies based on customer feedback.

Customer Success Manager Self-Assessment:
In the past year as a call center manager for the company, I’ve increased the customer
satisfaction rate by 37% through overseeing day-to-day contact center operations and
business planning, employee development, operational efficiency, and service excellence. I
worked with the customer success coordinator to revise the existing cold call script and
added a stronger value proposition, resulting in an increased call time average. We started
interfacing closely with the sales department to ensure alignment and spent a great deal of
time “QC-ing” or monitoring queues and tracking inbound call performance. I coached our
customer success coordinator on performance metrics, including inbound calls, call waiting,
and abandonment rates. We started working on creating a new customer service training
manual and quality assurance form. I empowered the customer success coordinator to work
with the accounting team on the new timekeeping implementation.

After reflecting on my performance, I noticed that while my ability to build rapport with
employees and customers helps me as a manager, I will need to delegate more to the
customer success coordinator as the business grows. I began serving as the backup trainer
and assisted in onboarding nine new representatives, all of whom finished their first quarter
meeting performance standards. Given this experience and my commitment to continued
growth, I think there is room for improvement. I want to shift the call center culture to a
more employee-centric workplace where our employees are happy, comfortable, and valued.
I am aware of the possibility that the various technological advancements in AI voice
processing, customer analysis, and chatbots may improve customer satisfaction; however, it
could also make some employees redundant. I am unsure if our employees see leadership as
approachable and observant or sensitive to what the agent is trying to tell us, even indirectly.
If we can fix this, we can improve business performance and reduce turnover.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔
Strategic
Thinking Skills


People
Management Skills


Change
Management Skills


Communication
Skills

Ethical Practice ✔
Tech Savvy
/Computer Skills


Fostering
Teamwork

Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Customer Success Coordinator/Team Leader
Job Summary
Provides industry-leading customer care, order assistance, technical customer service, and
customer success team leadership while engaging in real-time troubleshooting of inbound
Tier II and Tier III customer requests by email and telephone. Coaches employees in all
customer service and contract sales facets, manages the customer care escalation chain, and
works with the customer success manager to improve overall service delivery improvement,
quality, and excellence. This person has a high level of accountability for call monitoring to
improve service efforts and scoring performance and develops support strategies based on
customer feedback. Works with a knowledge-sharing mindset, works with a sense of
urgency, works cross-functionally, is a problem solver, and thinks outside the box while
troubleshooting the root cause of all customer success center problems to identify the
action(s) required to resolve the customer’s issue immediately. Serves as customer success
trainer.

Customer Success Coordinator/Team Leader Commentary:
In the past year as lead agent in the call center for the company, I’ve worked with my
manager to increase customer satisfaction rate by 37% through revising the existing cold call
script, adding stronger value propositions, and focusing on quality control QC-ing and agent
dashboards. I spent time with agents, communicating performance expectations on inbound
calls, call waiting, and abandonment rates. I monitored calls using our new quality assurance
form. I handled 15–20 customer requests to speak with a supervisor per day and positively
resolved the issues. I assisted my manager in 36 employee evaluations, detailing
observations of positive performance, opportunities for improvement, and specific details of
supervisor calls taken for the week. I demonstrated the ability to handle 50 or more calls a
day as the lead customer success agent, too. By decreasing my talk time by 15 seconds per
call, I believe I can increase my call-per-hour rate by at least 10% next quarter without
negatively impacting customer satisfaction. I also worked with the accounting manager and
her team to implement the new digital timekeeping system and train all agents.

After reflecting on my performance, I noticed that while my ability to work with employees at
all company levels is one of my best skills, I understand our customers. I am ready to take on
more HR-related responsibilities. I began serving as the lead customer success trainer and
helped my manager onboard nine new representatives. I would like to understand the call
center’s company goals and work with my manager to shift the call center culture to a more
employee-centric workplace. Many call center workers have been here less than two years
(27.5 %), and most call centers run an average 30–45% turnover. Let’s focus on retention. I
believe that additional sales training and education about our products would help me
increase my up-selling performance in line with company expectations. I want to discuss a
potential promotion to assistant customer success manager.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔
Strategic
Thinking Skills


People
Management Skills


Change
Management Skills


Communication
Skills

Ethical Practice ✔
Tech Savvy
/Computer Skills


Fostering
Teamwork

Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

EXIT INTERVIEWS

Voluntary employee exits: One question answered with qualitative feedback

Job-Related Reason for Leaving % of respondents
Retirement 1%
Better pay 10%
Better benefits 4%
Lack of training 22%
Working conditions Not Applicable
Relationship with management 31%
Relationship with peers Not Applicable
Lack of career opportunities 29%
Changing careers 3%

Do you have any additional comments you would like to make?

Positive comments left by voluntary leavers:

“Enjoyed time here, progressed and developed skills; nice culture and lots of focus
on the ‘we.’”

“Fantastic team leader, can’t fault . . . has been the best I have ever had but
accepted another job with better pay and more career opportunities. I really liked
working with my Singaporean colleagues who definitely are interested in the bigger
picture.”

“Happy with my manager, given all the support needed. Accounting always able to
accommodate my needs. I am leaving for more training, career, and benefits for my
family.”

“I am taking a break to care for our newborn baby and plan to be a stay-at-home dad
for the rest of this year. I had a great time working in a multicultural organization. So
much respect for the very hardworking teams, especially the Singapore team, which
sometimes works without breaks. A lot to learn from them!”

“Good time spent with my sales manager learning more about tele sales; however, I
am leaving for a better sales incentive plan and less hierarchical style of
management.”

“My colleagues here in the USA told me that having a common agenda before
meetings will be very helpful. They appreciated knowing what to expect before going
in the meetings. I ensured that I always shared the agenda well ahead of meetings,
and I received positive feedback for it.”

Less positive comments from voluntary leavers, which primarily reflected themes
and comments reported earlier in the survey, were quite specific to individual
situations:

“This company seemed to have a very top-down management style in which high-
level managers make strategic decisions, and the lower staff implements it,
especially in Singapore.”

“They expect us to understand the Singaporean SOP, but we were not trained. I
doubt if a final copy of the SOP even exists.”

“I think this company expects employees to work and doesn’t expect us to push back
or provide feedback. I wanted my viewpoint considered by the executive team, and
it left me frustrated.”

“Issues took too long to get addressed—mentioned to management but not taken
on board. No transparency in the department. Difference between how people are
treated in the department.”

“Vagueness, and it seemed like it took forever for top leadership to give support to
solve complaints. This made me feel unheard, and it seemed like they just wanted to
avoid disagreements.”

“I love our Singapore colleagues. However, both units could not figure out a common
action tracker. We always insist on synchronous meetings. Why can’t we manage a
tracker asynchronously?”

“When I suggested ideas for improvement, it took the task force forever to get new
ideas implemented, and it was difficult to speed up this process. I don’t see why we
have to go through the Singapore team’s management when we can collaborate at a
team level?”

“Inconsistent ways of working. Communication needs improvement from top
leadership.”

“Some people feel they will never be promoted . . . need more comms between
management and team members.”

“I just got the feeling that only older people were going to have a chance at this
company and left for more career and professional development opportunities.”

“Things can definitely move faster when it comes to processes. However, the
company has a very top-down management style. All the strategic decisions are
made in Singapore while we just implement. ”

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