JWI 555 Strayer University O

Hello Professor Agler and Classmates,

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What is your vision statement for the change initiative you have chosen for your Assignment 2 project?

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We will lead our nursing profession by transitioning from
telephonic to face-to-face video chat support for the patients we are
privileged to serve. By offering Zoom or FaceTime for every engagement,
each nurse will gain confidence and be given the opportunity to get
their eyes on the patient for an engaging and personalized exceptional
patient experience. Using this technology will provide nurses with
increasing success in empowering patients, forge stronger and ongoing
emotional connections and inspire a lasting impact that makes a
significant difference in their patient’s lives and the lives of their
families.

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Why did you choose this vision?

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I chose this vision as it undergirds the 2021 mission of the
Patient Outreach organization at Abbvie regarding leading the industry
to continue pursuing exceptional patient experiences. I also sought to
answer three critical questions about doing virtual interactions (JWI
555, 1).

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1.Where are we heading? (Transitioning from telephonic to video chat patient support)

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2.How will we get there? (By offering Zoom and FaceTime with every patient interaction)

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3.What’s
in it for them? (They will gain confidence, be able to get their eyes
on the patient for a personalized experience, which will lead to a
differentiated personalized and empowering experience)

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One of the main focuses in 2021 for the organization is the
relentless pursuit of exceptional patient experiences in using Zoom and
FaceTime to support patients visually. COVID has helped relax prior
restrictions on the organization and has given increased freedom to use
technology to support patients instead of just the phone.

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Use the EVM tool presented in this week’s lecture to help you further refine your vision statement.

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Our team will lead and differentiate our patient outreach organization by transitioning from telephonic to face-to-face video chat support for over 50% of the patients we are privileged to serve. By confidently offering customized Zoom or FaceTime communication for every engagement, each nurse will gain confidence and proficiency with this technology. Zoom and FaceTime will allow our professionally trained nurses to see each patient for an engaging and personalized exceptional patient experience. This enhanced communication will give nurses greater
success in empowering patients, forge stronger and ongoing emotional
connections, and inspire a lasting impact that makes a significant
difference in their patient’s lives and the lives of their families.

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The words in bold are what was changed due to adding strategic,
financial, operational, and organizational enhancements to the vision
statement using the EVM tool (JWI 555, 1).

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How much alignment to this vision do you feel is already in place, even if it is not well articulated yet?

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We are fortunate because 10 of the 12 nurses on our team have
shown that they are aligned to our mission. One nurse that is not fully
aligned has decided to leave the organization and pursue other
opportunities. Perhaps this change vision was a part of this decision.
I am encouraged that most of our team is fully aligned, which will help
ensure maximum results over the long term (JWI 555, 2). Although we
have not stated the vision in precisely the above-crafted vision
statement, we have repeatedly communicated very similar rationale in
team meetings and 1:1 communication with each nurse. Capturing all of
the elements of our motivation for change in a single, coherent, concise
vision statement should only help enhance the alignment toward the
vision as we state it often. This vision statement encompasses process,
people, and technology, is easy to understand, takes no more than 60
seconds to communicate, and is intellectually solid with an emotional
appeal (JWI 555, 3).

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What steps are needed to communicate the vision and align stakeholders around the change initiative?

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We have communicated the need for change, the why for change, and,
in different steps, the change vision. One of the essential components
of this communication is using role model management by recognizing and
rewarding excellence using the technology (JWI 555, 2). We have begun
to do this already with the three nurses over-delivering and who have
become part of the team’s guiding coalition. They have helped us
broadcast short-term wins and show their team members what is possible,
which has empowered broad-based action (Kotter, 4). Part of the process
has also involved accountability discussions for those that have been
slow to adapt and change. This has helped create a sense of urgency for
the change, which has also broadly communicated its importance.

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Sincerely,

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Jason

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Sources

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  1. JWI 555. Week 4. Lecture. What’s Your Vision?
  2. JWI 555. Week 4. Video. Jack Welch. Align Your Team Around Mission and Values.
  3. JWI 555. Week 4. YouTube Video. John Kotter. How to Create a Powerful Vision for Change.
  4. Kotter, John P. 2012. Leading Change

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JWI 555 Strayer University O

Change Vision

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In
this discussion, we focus on the vision for your own change initiative.
Use the questions below to develop and refine your vision statement:

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  • What is your vision statement for the change initiative you have chosen for your Assignment 2 projects?

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A
unified E2E tool that will provide system accuracy and a single source
of truth through its ability to provide clarity, ease of use, and
confidence. This will allow us the opportunity to maximize offerings to
our customers and focus on future platform alignments.

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  • Why did you choose this vision?

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Based
on the focus for the working team there needed to be a deliberate tie
to the WIIFM for the team members, how this will assist us for the now
and ultimately a focus on iteration to continue to transform the
business (Kotter 1996).

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Additionally,
as you look at how organizations can succeed in their industry, they
will need to ensure they are focusing on what their market customer
technology needs will be post pandemic (NCBI 2020).

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  • Use the EVM tool presented in this week’s lecture to help you further refine your vision statement.
  • Strategic
    Alignment of a full-scale E2E initiative that will address
    organizational pain points and begin alignment towards North Star
    Architecture
  • Operational- The ability to create cross-functional success metrics that will also, align to secondary team and initiative objectives
  • Financial
    Leverage insights to create pre/post mortems of how initiatives are
    sized and created. This will allow the teams to analyze life cycles,
    fall out, and overall cost impact.
  • Organizational-Cross
    channel process improvement initiatives that are aligned by focusing on
    current initiatives and identifying gaps that will transform how we do
    business (JWI 555, WK4).
  • How much alignment to this vision do you feel is already in place, even if it is not well articulated yet?

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The
alignment across our workstream is solid. We have identified and shared
all compiled elements of the E2E process and the impact on the external
and internal customer. The reason for alignment success is to complete
many alignment sessions across all impacted teams to understand their
key pain points and ideas for enhancements.

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The
next step is validation for all via a visual map that articulates what
all of the teams provided as their current processes and the overlay of
pain points. Then the team worked through a high-level future state
solution which encompassed Quick wins, greater partnerships across the
business with understanding Work in Flight, leveraging new synergies
across channels to connect to one unified workflow management system as
well as enlisting more adopters to the overall focus (Welch 2005).

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Going
through this evolution with all of the impacted teams allowed for a
sense of trust and ownership with all of us to get to what a new future
state could be. We now have to pivot on accountability as we navigate
through the work in flight and gaps (Lencioni 2002).

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  • What steps are needed to communicate the vision and align stakeholders around the change initiative?

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The
steps that are needed will be really aligning with the leadership
stakeholders and business sponsors on what the strategy is, how we will
measure success, how we will mitigate risk and how they can help drive
work forward.

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We
will also have a cadence with a working team to work through current
initiatives for prioritization and create what is needed for identified
gaps.

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There
will need to be a strong network established with leadership as well as
the key members of the working team. A balance of success stories and
rewards need to be provided to ensure your adopters stay engaged and
keep assisting you with driving awareness and key measures.

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Lastly,
continue to align on organizational synergies to understand any work
that can be integrated into a plan that could provide greater efficiency
to high impact initiatives (JWI 555, WK4).

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References:

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JWI 555, Week 4, What’s Your Vision?

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Kotter, J.P. (1996), Leading Change. Boston, MA: Harvard Business Review Press.

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Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA: Josey-Bass.

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NCBI
(December 9, 2020). Information technology solutions, challenges, and
suggestions for tackling the COVID-19 pandemic. Retrieved from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC77242…

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Welch, J. (2005). Winning. New York, NY: Harpers Collins.

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