People-focused knowledge management

Expected Result: CSRs would understand and be motivated
to participate in implementing Asterix’s strategy.
Next Step: A task force was named, led by the vice president
of Planning (a major force behind Asterix’s strategy), an
innovative Human Resource manager, the director of 
Customer Service, and most of the CSRs, a few at the time.
They were to complete their task over the next two weeks.
Immediate Action 1-2: Create and implement positive incen-
tives and control measures to promote better responsiveness
by CSRs.
Rationale: CSRs needed both quick positive reinforcement and
monitoring to ascertain that their actions were appropriate.
Expected Result: CSRs would have strengthened motivation
and would quickly change behavior.
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Next Step: The director of Customer Service working with his
senior CSRs would create an interim incentive and control
program for presentation to the executive team within one
week. (Coordinate with Immediate Action 2-3.)
Immediate Action 1-3: Identify any individuals with incorrigible
negative attitudes for reassignment or termination for cause.
Rationale: Some individuals might be beyond redemption
and should not remain.
Expected Results: Reducing bad influences makes it easier to
strengthen group behavior.
Next Step: The vice president of Human Resources working
with her senior staff and Legal would identify individuals
and prepare for termination after personal consultation
with Ken Haas — starting immediately.
Longer-Term Action 1-1: Repeat the work to identify how 
the strategy should be understood and implemented with all
other units.
Later, it would be possible to communicate the strategy by
conducting “knowledge-café” discussions or similar sessions
after determining implementation details for new strategies.