The Help Desk for the Information Services Department had been outsourced to a vendor. The vendor provided a survey of fifty selected help desk users on a quarterly basis showing that the service continuously rated very high, in the low to mid 90’s out of 100. Productivity was going down in the technology dependent areas even though massive improvements to systems had been made. PAM was applied to ALL 1200 Help Desk users over a period of 3 weeks revealing a satisfaction level of 38 amongst the 1200. Comments from 300 desperate users provided immediate solutions by changing ludicrous procedures and policies associated with Help Desk utilization. Vendor’s operational procedures were easily modified for 21 specific areas requiring priority help desk response. Productivity improved dramatically in next 90 days.
Senior management had installed a new organization wide system for $60M. Management had indications from some quarters that the system was a disaster and from other quarters that it was very good. The software vendor that assisted in the implementation claimed the installation was successful, but those quarters complaining needed modifications to their implementation for which it would cost $6M. PAM was used to validate the implementation with the users. In four weeks it was demonstrated that the installation was a disaster and the proposed $6M consulting activity did not deal with the real problems being experienced by the workforce affected. PAM provided the means for defining what needed to be done and the priorities. Senior management was able to direct consulting effort for $2M to turn implementation positive. PAM results were convincing to senior management that if they had gone with the $6M proposal they would have been worse off and would have had an additional cost of around $10M to recover.
Organization’s business environment was changing dramatically requiring a major reassessment of their products and services if they were to remain a viable business. A new business strategy was carefully developed and enthusiastically approved by the board. New strategy would require considerable restructuring and massive changes in how things had been done for the last 50 years. PAM was used to first assess the perspectives and mind set of the workforce (operational review). Management then had visibility of where the major concerns over the new strategy would probably come from. They also could see how well the current strategy had been communicated and understood by the work force, which drove the development of the announcement plan for the new strategy. Fears of any change were identified and management was able to lead the announcement of the new strategy with appropriate preparation for key areas of the business. Management then announced the new strategy and used PAM for visibility on managing the implementation. The workforce was prepared for the new paradigm shift, knew what to expect, and found PAM an excellent means to communicate safely and effectively with management.