Change process took in 2013 Change process took in 2014

Consulting with key stakeholders Top customer rating and feedback for change programme
List down the key issues that should be discussed Low business margins
with senior management team
Future First 3 years change programme Less fear of speaking or challenging senior management
Communicated a clear change strategy Mix of participations of middle and top management for
Ministry of Fun social events and London marathon
Specific approach that use and it worked for you Reduce the sense of them and us between different
part of the organization
Face to face discussion with honesty about problems Working as one company and one team at Ascension
What change was needed what I needed from them Good customer feedback with pride of working to
Ascension
Set of clear goals which focus 8 things Before 18 months talking about closure and after now
talking about charity raised
Small number of key goals Series of project management trainings
Clearly communicated and understand IS not been tailored for all the divisions needs
Short fortnightly reviewing process Much better coordination of clear ownership and
accountability
Objective ppt with key dates ,colour code Bidding for large scale new contracts
indicators red amber green
Report 1 pge / two weeks prior update
B/P = key challengers and priorites employees ,
customers
Reduction of senior management by half
Reorganized entire management structure down to
the supervisor level
Devoted responsibility for the managements
Managers provided open and shared spaces
Reappointed people who are capable of adapt to the
change
Unions accepting the cuts
Open door policy to listen to the staff and the
customers
Group level executive team that will feel free to fix
the problems with the customers
Put the kettle down and sit down with people in
their own working environment
Talking honestly without using management jargon
Hired park life people to ensure the contract is
profitable
Deliver with a commitment