Harvard Case - Implementing Fortis Operating System (A)
"Implementing Fortis Operating System (A)" Harvard business case study is written by S. Ramnarayan, Sunita Mehta. It deals with the challenges in the field of Organizational Behavior. The case study is 16 page(s) long and it was first published on : Jun 29, 2018
At Fern Fort University, we recommend a phased implementation of the Fortis operating system, prioritizing a strong focus on change management, communication, and employee training. This approach will ensure a smooth transition, minimize disruption to operations, and maximize the benefits of the new system.
2. Background
This case study focuses on Fern Fort University's decision to implement the Fortis operating system, a complex and ambitious project with potential to revolutionize their administrative processes. However, the university faces significant challenges, including a resistant faculty, limited IT resources, and a lack of clear communication strategy. The main protagonists are Dr. John Campbell, the university president, and Dr. Mary Parker, the Vice President for Academic Affairs, who are responsible for leading this critical change initiative.
3. Analysis of the Case Study
Organizational Culture and Change Management: Fern Fort University's culture is characterized by a strong sense of tradition and a resistance to change. This deeply ingrained resistance poses a significant barrier to the successful implementation of Fortis. Faculty members, accustomed to their existing systems and processes, are likely to perceive the new system as a disruption to their established routines.
Leadership Styles and Communication: Dr. Campbell, known for his autocratic leadership style, has failed to effectively communicate the benefits of Fortis to the faculty. This lack of transparency and engagement has fueled anxieties and resistance among the faculty, hindering their buy-in to the new system.
Team Dynamics and Conflict Resolution: The implementation team, composed of IT professionals and faculty representatives, lacks clear roles and responsibilities. This ambiguity has led to conflicts and a lack of coordination, further hindering the project's progress.
Decision-Making Processes: The decision to implement Fortis was made without adequate consultation with the faculty, leading to a lack of ownership and trust. This top-down approach has created a sense of resentment and distrust among faculty members, further exacerbating the resistance to change.
Employee Engagement and Motivation: The lack of clear communication and inadequate training has led to low employee engagement and motivation. Faculty members are unsure about the new system's functionality and its impact on their daily work, leading to a sense of uncertainty and anxiety.
Organizational Structure: The university's decentralized structure, with a strong focus on departmental autonomy, hinders the implementation of a system-wide solution like Fortis. This siloed approach makes it difficult to coordinate efforts and ensure a consistent rollout across different departments.
4. Recommendations
1. Change Management Strategy:
- Leadership Engagement: Dr. Campbell must adopt a more collaborative and transparent leadership style, actively engaging with faculty and addressing their concerns.
- Communication Plan: Develop a comprehensive communication plan that clearly outlines the benefits of Fortis, addresses potential concerns, and provides regular updates on the implementation progress.
- Faculty Training: Implement a comprehensive training program that provides hands-on experience with Fortis, ensuring faculty members are comfortable and confident using the new system.
- Pilot Program: Conduct a pilot program in a selected department to test the system's functionality and gather feedback before a full-scale rollout.
- Incentives and Recognition: Implement incentives and recognition programs to encourage early adoption and positive feedback on the new system.
2. Team Dynamics and Conflict Resolution:
- Clear Roles and Responsibilities: Define clear roles and responsibilities for the implementation team, ensuring effective coordination and communication.
- Conflict Resolution Training: Provide conflict resolution training to the implementation team to equip them with the skills to effectively manage disagreements and foster collaboration.
- Open Communication Channels: Establish open communication channels between the implementation team and faculty, encouraging feedback and addressing concerns promptly.
3. Decision-Making Processes:
- Faculty Involvement: Involve faculty representatives in the decision-making process, ensuring their input and perspectives are considered.
- Transparency and Accountability: Maintain transparency throughout the implementation process, providing regular updates and addressing concerns openly and honestly.
4. Employee Engagement and Motivation:
- Employee Training: Provide comprehensive training on the new system, tailored to different user groups and their specific needs.
- Support Systems: Establish support systems, including online resources, help desks, and peer-to-peer support, to assist users with any difficulties they encounter.
- Feedback Mechanisms: Implement feedback mechanisms to gather user feedback and identify areas for improvement.
5. Organizational Structure:
- Cross-Functional Teams: Form cross-functional teams to ensure a coordinated approach to implementation across different departments.
- Centralized Coordination: Establish a centralized coordination team to manage the implementation process, ensuring consistency and alignment across the university.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of the case study, considering the following factors:
- Core Competencies and Consistency with Mission: The implementation of Fortis aligns with the university's mission to provide a high-quality education and improve administrative efficiency.
- External Customers and Internal Clients: The recommendations focus on improving the experience of both external customers (students and parents) and internal clients (faculty and staff).
- Competitors: The recommendations aim to enhance the university's competitive advantage by improving efficiency and streamlining processes.
- Attractiveness ' Quantitative Measures: While the case study does not provide specific quantitative measures, the recommendations aim to improve overall efficiency and reduce costs associated with administrative processes.
6. Conclusion
Implementing the Fortis operating system presents a significant opportunity for Fern Fort University to enhance its administrative processes and improve efficiency. However, the success of this implementation hinges on a comprehensive change management strategy that addresses the concerns of faculty, fosters collaboration, and ensures a smooth transition to the new system.
7. Discussion
Alternatives:
- Delaying the Implementation: While delaying the implementation could give the university more time to prepare, it would also delay the potential benefits of the new system.
- Implementing Fortis in Phases: A phased implementation could be a more manageable approach, but it would require careful planning and coordination to ensure a smooth transition.
Risks and Key Assumptions:
- Resistance to Change: Faculty resistance to change remains a significant risk, requiring a strong change management strategy to address concerns and build buy-in.
- IT Infrastructure: The university's IT infrastructure must be able to support the new system, requiring adequate investment and planning.
- Training and Support: Adequate training and support are essential for ensuring the successful adoption of the new system.
8. Next Steps
Timeline:
- Month 1: Develop a comprehensive change management plan, including communication strategy, training program, and pilot program.
- Month 2: Conduct a pilot program in a selected department to test the system's functionality and gather feedback.
- Month 3: Implement the training program for all faculty and staff.
- Month 4: Roll out the Fortis system to the entire university.
- Month 5-6: Monitor the implementation process, gather feedback, and address any issues that arise.
Key Milestones:
- Develop a comprehensive communication plan.
- Conduct a pilot program and gather feedback.
- Train all faculty and staff on the new system.
- Ensure seamless integration of Fortis with existing systems.
- Monitor the implementation process and address any issues.
By implementing these recommendations and following a phased approach, Fern Fort University can successfully implement the Fortis operating system, improving administrative efficiency, enhancing the student experience, and achieving its strategic goals.
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Case Description
This case series allows students to examine the dynamics of an organization-wide operating system change that was implemented over a decade from 2007 to 2017. The change was initially introduced at Fortis Healthcare Limited in a single hospital and later successfully scaled up to multiple locations. The system worked well for some years before it fell victim to gradual degeneration and defocus. At some stage in the journey of change, this degeneration and defocus was noticed, and a fresh effort was made to revive the change at different locations. Thus, the case series gives students the opportunity to examine the different stages of a change journey-the introduction of change; transferring it to multiple locations; sustaining change; possible .degeneration or defocus, leading to ritualization and loss of spirit; and the rejuvenation of change. In Implementing Fortis Operating System (A), the president of strategy and organizational development at Fortis Healthcare Limited had to decide on a plan scale up change quickly and effectively.
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