1. What is really happening? This basic SC question has a range of applications. At the most fundamental end of the complexity spectrum, a quick SC study could be used to simply illustrate the sorts of things that are happening, and not happening, in a new initiative. In a company that was trying to introduce a new team approach to selling, for example, we quickly discovered that only a few of the intended team applications were really being implemented.
Almost all sales reps, for instance, were meeting each week to plan their sales calls in conjunction with one another’s
schedules. But almost none of them were making joint sales calls, and competition was still relatively rampant, as fears of sharing commissions overrode desires to cooperate. In another study of usage of new laptops in a sales firm, we found that all but a few applications were being effectively used. Some of the unused applications turned out to be incompatible with some of the sales reps equipment; others were tried but deemed to be too complex or otherwise not helpful. In a more complex study of usage of simulators for training computer repair technicians, we found that usage varied dramatically among geographic districts. In some districts, regional managers were providing incentives to attend simulator training and had created innovative scheduling schemes to allow their staff to participate. Overall, however, the expensive simulator facility was under-used or misused by nearly 40% of all technicians. This represented huge waste, and service management took quick steps to remedy the situation.
Some of the more specific questions that Success Case studies can be used to answer are:
• Who is using the new methods, and who is not?
• What parts of new innovations are getting used, and what parts are not?
• How widespread is usage?
• What groups or subgroups are making the least, or most, use of new techniques?
• When are methods being used, and with whom?
1. What is really happening? This basic SC question has a range of applications. At the most fundamental end of the complexity spectrum, a quick SC study could be used to simply illustrate the sorts of things that are happening, and not happening, in a new initiative. In a company that was trying to introduce a new team approach to selling, for example, we quickly discovered that only a few of the intended team applications were really being implemented.
Almost all sales reps, for instance, were meeting each week to plan their sales calls in conjunction with one another’s
schedules. But almost none of them were making joint sales calls, and competition was still relatively rampant, as fears of sharing commissions overrode desires to cooperate. In another study of usage of new laptops in a sales firm, we found that all but a few applications were being effectively used. Some of the unused applications turned out to be incompatible with some of the sales reps equipment; others were tried but deemed to be too complex or otherwise not helpful. In a more complex study of usage of simulators for training computer repair technicians, we found that usage varied dramatically among geographic districts. In some districts, regional managers were providing incentives to attend simulator training and had created innovative scheduling schemes to allow their staff to participate. Overall, however, the expensive simulator facility was under-used or misused by nearly 40% of all technicians. This represented huge waste, and service management took quick steps to remedy the situation.
Some of the more specific questions that Success Case studies can be used to answer are:
• Who is using the new methods, and who is not?
• What parts of new innovations are getting used, and what parts are not?
• How widespread is usage?
• What groups or subgroups are making the least, or most, use of new techniques?
• When are methods being used, and with whom?
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