Some of you may remember that 6 mos's ago I was promoted to run my services department but am still reporting to my old boss. Many of you gave me the advice to take it slow, not make any major changes for the first 90 days and observe. I am done observing and am now ready to set a course.
Things I have learned:
The department has been adrift for many years without any cohesive strategy. Our customers are constantly confused by what we offer them and are frustrated by varying degrees of quality from different people.
1. We need a Mission and Vision Statement - I drafted a set and want my team to buy in by helping me set the final versions.
2. We need a way to measure our performance - A single metric that I have already come up with and am setting up the reporting framework so that it is automated. The metric measures the amount of hours we restore to our customers and is the primary purpose that we exist.
3. We need to consolidate our services to those that fill our mission/vision statement. - We need to re-balance our portfolio of services so that they agree with our mission/vision. That metric that I discussed has a way to report against each of our services and will tell us quickly which ones are valuable and which ones delver less value to our customers.
I have prepared a lengthy written plan to do just this but have been hesitant to discuss it with my current boss because he never wanted to run things this way. I think that he is a little threatened by me and anything that might make his way of doing things look bad.
I have to present this to my boss and his prior to deploying this massive culture change. This is where I need your advice. How can I present such concepts to people who haven't utilized these tools in their 20+ years in my position (and never needed too...they would say) and may even be a bit threatened by them? I think that I am looking for help selling the ideas to my skeptical managers.