MPM715 Assignment 2: Strategic Change Management Proposal for ZoomInfo

This strategic change management proposal outlines a plan for ZoomInfo Private Limited, focusing on regaining revenue and growth through strategic changes. The proposal details two primary phases: an initial short-term project and a subsequent program for deeper employee integration. Key objectives include skill development workshops, improved communication, and establishing positive leadership examples. The methodology involves meetings, individual training, and performance evaluations across departments. Success is measured by holistic implementation, management acceptance, employee participation, and friction reduction. The project's timeline estimates three months for the initial step, with joint accountabilities assigned to the consulting and operations managers. The proposal also includes terms and conditions regarding consultant fees and payment structures. This proposal offers a comprehensive approach to restructuring and change management within ZoomInfo.

STRATEGIC CHANGE
MANAGEMENT
Proposal

SUMMARY OF THE SITUATION AND
STAKEHOLDERS
The key stakeholders are the management and the ownership
of ZoomInfo Private Limited
It is 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 (Kelly and
District 2014).
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
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.

THE TWO STEPS OR PHASES
 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.
 The second step is deemed to be a permanent
and incessant in nature with no breaks especially
success is accrued faster than expected.

OBJECTIVES OF THE STRATEGIC CHANGE
MANAGEMENT PROCESS:
 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 flow of communication across the matrix of
collaboration used is easy and all major points of
communication are viable and accessible.
 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.

OBJECTIVES OF THE STRATEGIC
CHANGE MANAGEMENT PROCESS:
 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.
 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.
 There should be regular and well conducted sessions
in between the management and the other employees
working in the different branches of the firm.

METHODOLOGY:
 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.
 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.

METHODOLOGY:
 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.
 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:
 The new methods and plans are introduced, monitored and
conducted in a completely holistic and synergistic manner.
 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 ZoomInfo 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.
 .

MEASURES OF SUCCESS:
 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.
 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
 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.
 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 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.

TERMS AND CONDITIONS :
 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 depend upon the
time length up to which the program and the project
will continue. 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 payed at the beginning of the
project implementation, the consultancy will be
provided at a discount of twenty percent.