This paper "Argo Strength Areas" focuses on the RADAR, which includes the Results, Approach, Deployment and Assessment and review. The model focuses on agility and flexibility with a major focus on delivering results for the business. The model gives attention to the ability to demonstrate rather than just evidence. …
The change was thoroughly evaluated by the committee and found it right to restructure the client teams. They sought to embark on changing in order to achieve desirable results. In an effort to solve the issue, they deployed an external team of consultants for reviewing the policy. The team interviewed the managers and employees. The team of consultants was also tasked with the responsibility of recommending changes. This indicates that the capacity of the management to assess and review happenings in the organisation was in a good position. Assessment focuses on a regular review of the activities and results of the organization to ensure adherence to the excellence model. Through the review, Argo ID was able to identify its strengths.
Another area the organisation did well was in deployment. After the team of consultants administered the recommendations, the line manager and questionnaires administered on to the employees on their preferential positions in the new organisation did briefings. The success of deployment was evidenced by the ability of more than 80% of the total number of employees getting their preferred positions. In addition, the rest does not lose anything since they were interviewed for other positions. The Chief Executive Officer of the company, Bill Marshall made presentations that featured how the work was to be done and the scheduling thereof.
Organizational and Management Review did a review of the way the operations were being conducted and went a step ahead to outsource for services of specialists in order to streamline the situation. The recommendations by the consultants helped reshape the organizational structure of the company hence conserving it in the blink of failure. This time around the approach was rectified, hence changing the expected scenario.
The results of the initial process were not right. They called for a reshuffle of the entire employment structure in order for it to deliver desirable results. The failure in achieving the results was expensive to the organisation since they had to re-embark on a new strategy that involved an overhaul of the entire system. ...
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