Proposal for Assisting ZoomInfo Private Limited with Strategic Change Management

This consulting proposal outlines a strategic change management process for ZoomInfo Private Limited to address revenue generation and growth issues caused by a lack of proper hierarchical structure and automation. The proposal includes objectives, methodology, measures of success, and terms and conditions.

Running head: CONSULTING PROPOSAL
Consulting Proposal
Name of the Student
Name of the University
Author Note

1CONSULTING PROPOSAL
Proposal for Assisting ZoomInfo Private Limited with Strategic Change Management
Summary of the situation and Stakeholders
As per the current situation of the firm, there is extensive decrease of revenue generation
and growth due to absence of a proper structure of hierarchical structure and also the absence of
enough automation with the best forms of integrated technology. This is in turn is leading to
widespread amounts of discontent among customers and causing loss of consumer base because
of lowering of customer service quality. It is hence extremely crucial in this regard to employ
new strategies and a process of change and transition that will help the firm in regaining its old
flow of revenue and growth. This transition phase should be utilised by the employees of the
firm and especially by the management in such a way that their individual productivities and also
the productivities of the different departments of the office are increased and the potential gap
causing customer dissatisfaction and in turn loss of business can be catered to and reduced
substantially, if not immediately, at least in the long run. It is very important to also understand
that introduction of changes in either the management or the general hierarchical structure or
even the technology being used will be a source of increased friction and resistance will be faced
not only by the higher authorities of the firm but also the employees at every level of the existing
framework. However, this will have to be dealt with patience and strategic mitigation of risks. In
fact, resistance and increased impugnation will also be faced by the firm externally from its
competitors. Under such circumstances it is required of the mangers to stay calm and patient and
the behaviour and handling of the stress by the management and the ownership authorities will
serve to be exemplified by the other employees of the firm. This will help in speeding up the
process of transition and will help in easier removal of friction and acceptance of the new
strategies by the employees and lead to faster success. This is the key component of the process

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of reorganisation – success, which is accrued fast and easily by the management of the
employees by the ownership of the firm through expertise and experience.
There will be primarily two steps to the process of the transition introduction and
conducting as a whole. The first step will involve a project which will be temporary in nature and
will last for a shirt time. The second step will involve and introduce a program which will induce
the employees of the organisation to the changes being introduced at the deepest level so that
clear transparency is maintained. This second step is deemed to be a permanent and incessant in
nature with no breaks especially success is accrued faster than expected.
Each of the steps mentioned above will in turn consist of sub-steps that will be cohesive
in nature and will help to conduct the entire process in a coordinated manner. The most crucial
elements and constituents of these steps will include setting of standard rules and regulations;
feedback programs; tracking, measurement, evaluation and analysis of the performance and the
productivities of the employees as per the new rules. The new productivities will be tracked and
analysed in comparison to the old productivity levels to check if there has been a substantial
reduction of the potential gap being faced by the individual employee and the company as a
whole. Finally, the workings and efficiency of the organisational heads and the ownership
including the management authorities of the firm will be studied in detail and if changes need to
be implemented in that aspect, these too will be introduced and worked upon. The framework
that will be introduced will be that of a matrix and extensive collaboration will both be
encouraged and implemented so that the trust of the employees amongst each other trickling
down from the top most to the lower levels is maintained and each employee carries out his/her
duties responsibly and with accountability.

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Objectives of the Strategic Change Management Process:
The goals of the entire strategic change management and reorganisation process which are to
be essentially achieved through the program and the project are mentioned as follows:
 With the implementation of the changes in the hierarchy and the technological systems of
the firm will most inevitably introduce problems, issues and obstacles in terms of the
culture and systems. These will have to be redressed in as much less time as possible so
that the stability of the process is maintained without much of friction.
 Extensive skill development and strategic decision making workshops for the mangers so
that the management of the firm is able to develop the capacity and the potential that will
now be required to drive the organisation towards increased revenue generation and
growth and reduce resentment of the consumers and clients. The mangers should readily
be able to cope up to the current needs and objectives facing the firm. In fact, even the
behaviour of the managers should be moulded and shaped in such a way that they are
able to face the external and internal resistance that might arise on part of the competitors
and the employees respectively. The performance of the managers will be regulated and
checked as to if they are being able to achieve the new goals and objectives of the firm.
 The flow of communication across the matrix of collaboration used is easy and all major
points of communication are viable and accessible. The flow of information should be
done in a rational and effective manner.
 The management and the higher authorities are able to set a good example in front of the
other employees in order to ensure them that any kind of support and guidance will be
available to them from the higher authorities. This will help to maintain stability and

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encourage the employees to better exploit the maximum out of the situation and increase
the amount of participation and involvement.
 Making the flow of information across the different levels of hierarchy smooth and
efficient so that the accountabilities of the various employees are maintained at every
level up to the bottom level. This will ensure transparency and help the individuals to be
aware of the direction, the firm is heading to.
 There should be regular and well conducted sessions in between the management and the
other employees working in the different branches of the firm. This is to ensure that the
concerns and the issues of the employees are solved and resorted to and there is greater
collaboration among the different components of the matrix.
The Methodology:
To reach the objectives mentioned in the section above, the management and the employees
will have to undertake a particular process that will ensure that all the goals of the process are
met with and at the correct time so that the required growth and the revenue levels, bounce back
to the previous levels within the time deemed necessary for the same. This process is enlisted in
the form of some major steps (methodology) in this section:
 A number of meetings will be conducted at various points during the ongoing of the
program and the project so that there is transparency of information regarding progress
and achieving of the objectives between ZoomInfo management team and the consulting
team.
 Individually training will be provided to each and every manager of the firm in
accordance of the objectives being aimed at. It will be ensured that each manger is trained

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and their qualities are moulded according to the business needs and they get shaped into
individuals who have reduced potential gaps and who prove to be better examples to the
other employees so that they can avail support, guidance and hands on help whenever
required during the implementation of the process.
 Further, the entire group of consulting team members will be evaluating the performance
of the different departments of the firm that have especially undergone crucial changes
and measure and compare the group productivity levels now achieved to the productivity
levels that were achieved under the old circumstances.
 Increasing the accountability and the responsibility level and monitoring if the employees
are able to cope up to the new standards and levels. Further, in this context it is also
noteworthy to mention that the new systems and sets of rules and regulations formed will
be revised and feedback will be provided to the employees who have failed to follow the
rules and adhere to the working of the new systems employed.
 There are also various groups of employees who are not a part of the matrix that is
responsible for inducing collaboration amongst ZoonInfo employees and the consulting
team. It is of substantial importance that such sections of the firm are also made familiar
with the new program and project and slowly and gradually they are also induced to
participate and get involved so that this venture is made to be successful in a holistic
manner.
 Again, extensive on sit and off site research will be conducted through the use of various
workshops and meetings so that necessary actions and procedures to mitigate risks can be
undertaken as soon as possible.

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 Training will also be provided and workshops conducted to promote and promulgate
efficient communication of information through written measures and there is efficient
means of recording and providing evidence for anything that might go wrong.
Measures of Success:
It will be understood or at least implied in a subtle manner that the plan for the
implementation and conducting of the programme and the project has been successful if and only
if the following concerns are addressed and met with within the expected time period.
The new methods and plans are introduced, monitored and conducted in a completely holistic
and synergistic manner. This will help in ensuring that all parts of the process are achieving the
desired levels of success and at the same speed or at least the optimum speed required.
 A second indicator of success is the extent to which the ownership and management
authorities of ZoomInfo are being able to accept the rules and regulations being imposed
by the members of the consulting group.
 The third indicator is the involvement and the participation rates of the employees who
are not in the matrix of collaboration which primarily includes the management and the
higher authorities of Zoominfo, the employees directly involved with the change at
ZoonInfo and the members of the consulting group.
 The amount of friction and resistance being faced by the consulting group as a whole
from the company and also the amount of friction being faced the management both
internally and externally. In addition, to this, the various variables that affect the amount
of friction are being checked to prevent the worsening of the situation (Montesdioca and
Maçada 2015).

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 The extent to which the entire organisation is being able to not only get accustomed to the
new method but also exploit it to the fullest possible extent in order to achieve higher
levels of success and reduction of the potential gaps in a substantial manner.
 Meetings, workshops and conferences are being held at regular intervals and the each of
these are leading to the formation of new ideas and new learning for the management of
the organisation. Further, all these outcomes and learnings are being transferred to the
employees operating at the lower levels of the hierarchy.
 As a group the entire project is devoid of malice or negativity and the employees are
motivated at every point of the project implementation.
Time Length of Implementation and Conducting of the Reorganisation Procedure:
The introduction and implementation of the plan will be started off immediately and the
entire team of members who will exclusively be training the managers on a one on one basis will
first initiate the process following which the steps mentioned in the above sections will be
followed in an orderly fashion. The entire time span of the change to be monitored and the
changing productivities along with intimation of the other employees will completely depend
upon the time required by the managers to completely reach the initial exemplifying objectives
of the first one on one trainings. However, on an average it can asserted and assumed that a
period of around three months will be needed specifically for the first step (the temporary phase
with the ongoing project) in order for the consulting team to gage approximately how much
success has been achieved and how much more can be achieved and also the intensity of friction
and types of obstacles that are being encountered by the consulting team. Further, if some
amount of modifications and changes are required in the second program to be implemented, the
same are taken care of before the second phase is started off with. Hence, the initial and the

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primary part of the two fold programme will start now and approximately will go on till the 7th of
December.
Joint Accountabilities:
The entire consulting team will be working with the operations manager directly it is at
the discretion of this operating manager to decide as to who else from the ZoomInfo firm will be
working in conjunction with the consulting team so as to maintain a transparency in the flow of
information amongst the various employees at the various hierarchical levels. Together all of
these people will be jointly involved in setting the goals and the direction of the implementation
of the first project and also the intensity of modification required to be implemented on an
everyday basis. The amount of friction being faced at this phase will be very intently monitored
and the rephrasing of the existing policies will also be conducted by this group of people in a
gradual and progressive manner.
Terms and Conditions of the Implementation of Strategic Change Management
The fees of the individual consultants and amount charged by the entire team of
consultants will completely depend upon the project and will not fluctuate according to the
problems faced and the restructuring of the plan needed. However, the fees and the amount
charged will not also depend upon the time length up to which the program and the project will
continue. This in turn will ensure that the communication between the employees at ZoonInfo
and the consulting team is maintained for twenty four hours and there is no hesitance on the part
of the employees to contact the consulting team as and when required. The total cost of the
program will be at an average of $20,000 per month and the company will be required o pay this
amount for a period of three months at the end of each month. Further, if the total amount is

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payed at the beginning of the project implementation, the consultancy will be provided at a
discount of twenty percent. At the end of the three month period, a joint evaluation will be
conducted following which the decision will be taken regarding the implementation of the
second program.