Managing Change and USAA

Paper Summary:

This paper discusses the work of the United Services Automobile Association (USAA) and discusses the implications of organizational change on how technology can cause organizations to move from a present to future state to increase effectiveness. It also provides an overview of the responsibility managers have to implement change, and the areas that managers must be knowledgeable in to make change more effective over time.

Outcome:
Executive Summary
Technology as the Catalyst of Change
Managerial Challenges and Responsibilities for Rapid Change Management
Managerial Expertise require to make Change Management Strategies Work
Dealing with Resistance to Change
Communicating Change to Customers
Summary

From the Paper:

"The United Services Automobile Association (USAA)'s potential for accentuating and strengthening its ability to create, deliver and sustain support and services programs for its members is becoming increasingly dependent on its ability to automate key processes using both business process re-engineering (BPR) and the selective use of key technologies. Underscoring both the process- and system-centric change is the need to fundamentally change how the organizations' employees do their jobs, interact with and rely on systems and processes, and make these two critical areas of change successful. As many organizations realize after fine-tuning processes through BPR and Business Process Management (BPM) efforts combined with information systems development, the greatest inhibitor to becoming more productive is gaining support for organizational change. The intent of this paper is to discuss the implications of organizational change on how technology can cause organizations to move from a present to future state to increase effectiveness, an overview of the responsibility managers have to implement change, and the areas that managers must be knowledgeable in to make change more effective over time. There are also the factors of defining preparedness of the USAA to deal with resistance to technological change, and the ability of companies to communicate changes in both process and systems areas of their business to customers, illustrating how these factors will make them more responsive."

Sample of Sources Used:

• Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on February 5, 2008: http://www.strategy-business.com/resilience/rr00006?pg=all Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1997). "The Matrix of Change: A Tool for Business Process Reengineering". MIT Sloan School Working Papers available on the Internet, accessed on February 5, 2008: http://ccs.mit.edu/papers/CCSWP189/ccswp189.html
• Alstyne, Marshall van, Erik Brynjolfsson, and Stuart Madnick (1995). "Why Not One Big Database? Principles for Data Ownership." Decision Support Systems 15.4 (1995): 267-284.
• Galpin (1996) - Connecting Culture to Organizational Change. Human Resources Magazine, March 1996, pp. 84-90)
• Jenkins and Oliver (1998) - The Eagle & the Monk: Seven Principles of Successful Change (United Publishers Group, 1998)

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