CRN Assessment: Enhancing Change Readiness at Bo Jio Software

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CRN (Change Readiness/Needs) Assessment for Bo Jio Software, LLC Michael Smith Southern New Hampshire University Course Number: MBA 687 Professor Samuel Sanders 06/02/2024

CRN (Change Readiness/Needs) Assessment for Bo Jio Software, LLC The CRN assessment will summarize and review current employee engagement at Bo Jio Software, LLC. This report will dive deep into and address the capabilities and willingness to change as well as any barriers that may exist. Employee Trust The trust employees have in leadership is low. According to the Employee Engagement Survey only 36% feel leadership is open, honest, and transparent. A variety of questions were asked to employees’ thoughts on leadership. For leadership to encourage change with its employees it needs support leadership or middle managers to have confidence in their views in their team while actively listening and supporting the ideas. This survey shows that 36% of the employees have a clear understanding of the organization’s direction. Furthermore, only 26% of the employees reported they were familiar with the company’s vision and values. This suggests the company has a leadership style which is inclusive, but instead collaborative culture that will benefit a change leader (Redirecting, n.d.). The employee survey shows the employees do not feel Bo Jio Software, LLC is challenging the status quo. Furthermore, the employees express that Bo Jio Software, LLC is not seeking continuous improvement. According to Tilden “the Commitment Approach to change management, leaders intentionally involve their employees in all aspects of the change process – planning, implementation, measurement, etc. The advantage of the Commitment Approach is that it is a more effective way to build employee buy-in, with the result that employees will work hard to make sure the change “sticks.” Tilden goes on to state “the Commitment approach is best when you are looking to create a new norm in the business and when change needs to go beyond the performance of certain tasks to affect people’s values and behaviors within the organization.”

The survey shows middle managers have 70% of employees feeling confident in their leadership which empathizes having open, honest, and transparent leadership. Analyzing this information the middle managers and team leads are a key factor in the change initiatives. Employee confidence is low regarding senior leadership which means the middle managers will need to be the bridge between the senior leadership and the frontline. Due to their strong communication skills the Customer Success Managers and Customer Success Coordinator will be used to help with the changes as both rated themselves minimally (Redirecting, n.d.). Using the commitment approach outlined by Tilden will work well by supporting and coaching the team. Opportunity to increase CRN Communication is important in fostering change in organizations. Active stakeholders help to accelerate change and need to be engaged as early as possible in the change process (Mobilio, 2018). The survey shows only 36% of the employees shared that important changes are heard through management communication. This is an area of needed improvement; more consistent and aligned messages from senior leadership and middle managers help build employee trust. While looking at exit interviews 31% of former employees stated a lack of training as a factor for leaving. This information leads to improvements and change, especially if the employees do not feel supported properly. Culture Hofstede Insights gives insight into Intercultural and Organizational culture challenges by utilizing specific frameworks. Furthermore, “culture is often described through Professor Geert Hofstede's definition: The programming of the human mind by which one group of people distinguishes itself from another group - the set of shared beliefs, values, and norms that

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distinguish one group of people from another. As global organizations become increasingly diverse, understanding, and managing cultural differences has become a critical competency for business leaders” (Hofstede Insights, n.d.). When looking at the Singapore offices and the United States offices cultural differences could be impacting the change readiness of Bo Jio Software, LLC. In the United States office employees and managers want information to be shared frequently. Another difference is in Singapore office has a higher power distance, whereas the United States office has a higher individualism score. This shows a disconnect on how communication occurs between the Singapore office and the United States office as it relates to how the employees would like to be lead. This can be fixed once identified as well as opportunities which lead to change. The long-term coordination score shows Singapore office is supportive of long-term investment and willing to accept slow results. The United States office is measuring results on more a short-term basis such as utilizing quarterly statements. These are identifiable differences in which a middle ground can be found in relationship in order for the two offices to prosper.

References Redirecting . (n.d.). Login.microsoftonline.com. https://learn.snhu.edu/content/enforced/1570599- MBA-687-X4463-OL-TRAD-GR.24TW4/Course%20Documents/MBA %20687%20Employee%20Engagement%20Surveys.pdf?ou=1570599 Tilden, T. I. T. and R. (2019, March 12). Two Approaches to Executing Change . Makarios Consulting, LLC. https://makariosconsulting.com/approaches-executing-change/ Mobilio, L. (2018, May 29). Actively Involve Stakeholders to Accelerate Change - Top Tips . LSA Global. https://lsaglobal.com/blog/3-ways-to-actively-involve-stakeholders-to- accelerate-change/ Hofstede Insights. (n.d.). Intercultural Management . Hofstede Insights. https://www.hofstede- insights.com/intercultural-management

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