Ear Technologies is experiencing complacency and needs to institutionalize processes for long-term sustainability. The organization currently lacks structure, goals and strategic planning. A proposed change plan involves redefining the organizational culture, standardizing skills and policies, and maximizing business potential. Key interventions include communicating the need for change, team building, staff training, and strategic planning. Monitoring the progress of change will be done through metrics like board resolutions passed, KPIs, and feedback mechanisms to ensure the vision of a competitive and adaptive organization is achieved.

2. MixedNutz Productions

3. Change Plan

4. Fear of the Unknown Future The Ear Technologies Story

5. Ear Technologies The Value of Listening A Virtue of Obedience

6. EAR TECHNOLOGIES PHILIPPINES INCORPORATEDest 2004 Corporate Officer Chairman – Edwin M. Cosalan, MD Pres/COO – Jerry Agerico B. Rosario, MD Secretary – Sme Juancho Estrella, MD Treasurer – Louie V. Medenilla, MD Board of Director’s Orlando Del Rosario, MD Carlos Dumlao, MD Julio Eming, MD Edgardo Pormento, MD Gerardo Mario Tolentino, MD Member/Stockholders Loreto Balanon, MD Armando Bonifacio, MD Emily Estaris, MD Merla Floresca, MD Jose T. Jose, MD Florencio Jude, MD Ronnie Mamaril, MD Leonardo Mangahas, MD Bernice Padalla, MD Pedro Patao, MD Joecel Joyce Reyes, MD Mary Jane Tipayno, MD Frederick Mars Untalan, MD Zenaides Wi, MD Ear Technologies Hearing Aid Center Exclusive distributor of Siemens Hearing Instruments in Northern Luzon Five (5) branches: Baguio City (SM City Baguio) 2004 Dagupan City 2005 San Fernando, La Union 2006 Tarlac City 2007 (closed 2009) SM Pampanga 2008 Laoag City 2010

7. The birth of Ear Technologies

8. The FOUR Pillars of ENT North Luzon

15. The remaining 90% - 95% can significantly correct their hearing loss with hearing aids. Hearing aids can not totally restore hearing, but they can make a big difference in improving the quality of life for people with hearing loss.Source: Better Hearing Institute (1999). Number of Persons Using Hearing Devices by Age of Person and Type of Device. (online). Available: http://www.betterheading.org/faq.htm (June 2, 2000).

17. Ear Technologies LAOAG

18. Ear Technologies PAMPANGA

20. Ear Tech is really making money!

21. So why the change…?

22. Organizational Diagnosis

23. Present situation at Ear Tech… complacency

24. Problems NO MISSION / VISION Purely came together for business NO FORMAL ORGANIZATIONAL STRUCTURE No clear delegation of duty Operations controlled by self appointed COO NO GOALS NO CORE VALUES NO STRATEGIC PLAN FOR THE FUTURE for profit only short sighted plans -(ex. tarlac branch)

30. Misalignment… Environment is changing

31. “I paved the way. Kung walaako, wala din kayo dito…” “we are earning, we have enough money. That’s already ok..!” “we are the first ENT group outside MM, tayo pa din angnauna..” “what we’re doing now is effective, maintain..!” The FOUR Pillars of ENT North Luzon

32. vision for the change effort

33. RATIONALE COMPLACENCY boards contented with profit boards leave all operational duties to one; trusts the annual reports without verification efforts URGENCY TO INSTITUTIONALIZE FOR THE FUTURE OF THE CORPORATION for long term sustainability of the business for potential growth and expansion readiness for competition

34. INSTITUTIONALIZE Need to plan for the future of company’s sustainability Need to re-establish and re-orient company to visualize their desired future state Need to re-organize and re-engineer company systems (human and non-human) Need to ensure succession of management

36. Redefine organizational culture

37. Competitive business processes

38. Adaptive to the changing physical environment

39. Modify job design / responsibilities of staff

40. Standardized Staff skills / knowledge and policies / procedures

41. Maximum company benefits

42. maximize business potentials

43. Lead the untapped market

44. evolve to a different level in Ear tech’s their life cycleDecentralization & delegation of responsibilities

46. Competitive business processes

47. Adaptive to the changing physical environment

48. Modify job design / responsibilities of staff

49. Standardized Staff skills / knowledge and policies / procedures

50. Maximum company benefits

51. maximize business potentials

52. Lead the untapped market

54. If no action is taken, Ear Tech will… Other ENT doctors incorporated

55. stakeholder analysis

58. 4 Pillars COO ENT Board Members Supplier ENT Society Customers Other ENT/ New ENT (non-members) Staff

59. Force Field Analysis

61. Force Field analysis Hindering forces Driving forces PRESENT STATE FUTURE STATE 4 PILLARS +5 RE-ORGANIZATION RE-ORIENTATION RE-ENGINEERING URGENCY FOR INSTITUTIONALIZATION COO +4 ENT Investors/ Other Board Members +3 ENT Investors/ Other Board Members +2 +1 STAFF +1 CUSTOMERS New ENT/non-members Supplier Total Driving Force: 3 Total Hindering Force: 13 ENT SOCIETY

62. Desired PLAN for Ear tech (if and when) Redefine organizational structure Competitive business processes Adaptive to the changing physical environment Modify job design / responsibilities of staff Standardized Staff skills / knowledge and policies / procedures Maximum company benefits maximize business potentials Lead the untapped market evolve to a different level in Ear tech’s their life cycle

64. 2. increasing demand of customers

65. 3. tougher competition ahead

66. 4. Increase # of stores/branches

67. 5. New ENT doctors who are business oriented

68. 6. New technology

70. Is the change viable?Can progress occur? YES!

72. Increasing client demand

73. Increase # of stores/branches

74. Tougher competition ahead

75. New ENT doctors who are business oriented

76. New technology-- encourage more ENT doctors to practice in the North! -- more ENT doctors – more patients --- convince the mngmt that there is competition soon! -- other ENT doctors may set-up a similar business -- convince them that new technology is easier & it increases sales!

78. High staff turnover rate

79. Has not been done before

80. Obedience!!

81. Encourage more meetings

82. HR training

83. New things are here to stay

86. when do you communicate?,

87. what do you communicate?,

88. how do you communicate?

89. will they still have a job after the change

90. will they maintain their rank,

91. will they have an interesting role, what will their future be?

92. People will have new questions to be answered, and new ideas and understandings of the intermediate and final states will be developed. In response, people have to be kept up-to-date with actual and future states, and answers given to their questions.

93. Use of flowcharts

94. Provide feedback

95. Face to face communication

96. No emails, no memos

97. Do all your position or role descriptions have 'communication' as a key responsibility?

98. Do your managerial performance agreements or contracts include 'communication' as a key result area?

99. Are managers recognised for communicating well and counselled or penalised for not communicating?

100. Are staff at all levels encouraged and supported to give critical upward feedback?

102. Find allies that will help in the change movement.

103. Lay a ground work of strategies for the change that the group can build on.

104. Team building of members, management, and staff.

105. Peer and management evaluations.

106. Staff reorientation of policies and staff training for better performance and customer service.

108. FACE-TO-FACE/ONE-ON-ONE DISCUSSION WHO: Four Pillars, Board Members who are considered MOVERS or SHAKERS WHERE: Over dinner, over a round of drinks, over a camaraderie and bonding moment event WHY: Can be powerful allies for the change Strategic Approach: Empirical Rationale

109. BOARD MEETINGS WHO: All Board Members and Involved Management Members. WHERE: Function Room/Board Room WHY: To propose FORMALLY of the planned change Strategic Approach: Empirical Rationale/ Normative Reeducative

110. FOCUS GROUP DISCUSSION WHO: Management staff and employees and other non-board member ENT doctors WHERE: Clinics/Satellite clinics/Conventions/ Round Table Discussions WHY: For feedback and evaluation of current practices, Eliciting suggestion for future improvement of company and its services

112. % of press releases that are picked-up by media

113. Average number of media that pickup story per press release

114. Sales & Marketing

115. % of recected patents

116. Human Resources Training

117. % of training courses that match organizational requirements

118. % of training courses that match organizational requirements

119. % of HR budget spent on training

120. % of attendees at training sessions

121. % of employees who are willing to recommend company as employer

122. Documents

123. Average frequency of updates of documents

124. % of duplications/document variations

125. Corporate

126. % of directors that own shares in the company

127. Percentage of directors that own shares in the company.

128. Level of industry expertise of new board members

129. Frequency of senior manager branch tours

130. Demonstrates high priority to safety.

131. Key Performance Indicators (KPI of KPI’s)

132. % of KPIs that are automatically measured

133. % of KPIs that do not reflect business goals

134. % of KPIs within set objectives % of measured KPIs

135. Improvement & Innovation

136. Percentage of goals accomplished from most recent strategic plan.

137. Delay in production of financial reporting

138. Frequency of compliance reviews

139. Average number of quality checks vs. target

140. Percentage of strategic objectives achieved

142. MONITORING plan Succession plan Closure

143. MONITORING plan INSTITUTIONALIZED CHANGE Mission - Vision in place Strategic Plans for Short and Long-term Goals Formalized Organizational Chart Defined Job Descriptions for Employees MONITORING plan

144. MONITORING PLAN FEEDBACK ITERATION AND UPDATING OF COMMUNICATION STRATEGY EVALUATION MECHANISMS IN COMMUNICATION STRATEGY PURPOSE OF COMMUNICATION VIS A VIS PHASE OF THE PROGRAM: obtaining buy-in, commitment to change, lessen resistance, reduce anxiety, ensure clarity of objectives, share information/vision, challenge the status quo

145. SUMMARY For ETI to be ready for the future, and to be a competitive institution, it should recognize the URGENCY for CHANGE through OPEN COMMUNICATION among board members and initiate the desired plan for change.