perceptions to change

Impact

Perceptions on

CHANGE

Only constant is Change

Facts

Gossips

Rumors

Communications

Guess

Transforming to adapt the ChangeTransforming to adapt the Change

Change the Change the angle point of angle point of

viewview

Sense of Sense of belongings and belongings and

engagementengagement

Self-Self-actualizationactualizationValuesValues

CHANGE

LFManagement

LFBU / Stream /

DivisionLFVCS

Audit Firms Vendors

Customers

Strategic Change Strategic Change ManagementManagement

LF Management

Strategic Change ManagementStrategic Change Management

Strategies:

S1. Build up team image to change the current perceptions from Management

S2. Create the necessity & independence of the team in functions

S3. Address the beneficiary of the team in Management KPI game plan

Tactics:

T1. Build up professions- Technical information updates (Newsletter)- Knowledge database management (best practices, training & workshop)

T2a. Worldwide surveillance on compliance- Company image is totally engage with compliance performance. Speech / Message to address on this changing trend

T2b. Gate-keeping function- Set up procedures and policy to change / simplify the process (to be more supportive and effective but cannot be skipped)

T3. Cutting vendor tail helps - Streamline vendors for better performance which decrease in complaint, failure, NGO surveillance. Dashboard will tell.

LF BU / Stream / Division


Strategies:

S4. Create total internal & external satisfaction experiences

S5. Increase information transparency

S6. Dedicated centre for judgment and improvement

Tactics:

T4a. Introduce point of contacts- Ambassador for particular topics (ARA)

T4b. Visual marketing- Information to be shared through One Family with video (i.e. FAQ in 2 minutes)

T5. Share information proactively - As useful tips through mail- E-learning module- Design and develop knowledge database

T6. We are well managing… - Latest regulations and standards- All auditing operations (internal & external auditors) support- Participation of international organization and program (i.e. GSCP)- Review and re-develop LF checklist and procedures

LF ARA


Strategies:

S7. Re-direct the mentality for seeking diversity and positive thinking

S8. Create happy-working culture to boost creativity and team building

S9. Identify potential leaders and talents for further empowerment

Tactics:

T7. Synergize manpower to maximize continuous improvements - Improvement Engine- Can Do

T8. Introduce incentives scheme- BRAVO- VIX

T9. Deliver contemporary training and workshop- Fun & Happiness- Changing game - Nice swap- Stand Up

Great ideas from staffsManaged by idea poolEncourage for applicable proposalAnd granted with award and performance credit for implementationIntroduce a relax and energetic atmosphere to boost interpersonal bonding and cheep up workplace

Develop positive thinking mindset to look for continuous improvement and enhance personal development

Introduce the beneficiary of changing way of thinking by innovative tools

Encourage job rotation among ARA peer groupReinforce idea and proposal generation with appreciation reward scheme

To identify the Star and the ???Streamline the strength and weakness for further enhancement or training

Strength team bonding by social gatheringBuild up personality and knowledge database

Customers


Strategies:

S10. Make customers perceive the change for excellence is respect to voice of customers

S11. Let customer realize that Social communities (NGO, Surveillance bodies) may judge differently on their own understanding with respect to individual culture, media address

Tactics:

T10. Create a platform to talk and share understanding- Alliance with external audit firms for seminar and workshop to address the influence of voice of customers - Collect VOC from questionnaire- Introduce ambassador and mailbox for Q&A

T11. Address the bonding among supplier compliance performance with brand image and community awareness - Sharing global incidences through training- Brainstorming exercise for “What if” to indicate the need for excellence

Vendors


Strategies:

S12. Re-direct vendors perception on the correlation of their performance with business sustainability

S13. Show the balance of new way of working – Evaluate and support for improvements

S14. Address the significance of changing process for win-win situation

Tactics:

T12. Make it a fair game plan- Address what good vendor can get and the loss of poor performer which is going to fade out in certain period of time

T13. Organize on-site support- Customize training and improvement plan- Share best practices- Extract supportive information and resources from external audit firms

T14. Winner takes up more concept-Design and develop KPI and scorecard scheme for performance evaluation

Audit Firms


Strategies:

S15. Address the business needs for third party auditing support

S16. Boost the competition among audit firms for better services

S17. Re-define the role and mentality of third party auditors

Tactics:

T15. Request for service and grant with agreement- Request for proposal - Trial run

T16. Make use of catfish effect- Develop KPI scheme with business allocation in return- Urge for better (proactive) service by addressing the strength of other competitors

T17. Work and grow together- Always help (corrective action recommendation with whatever non-compliance findings)- Information sharing (keep track of change of trend and requirements and share update)- Speak-up through regular training, seminar and workshop to all business partners

perceptions to change

Documents