Leverage points for change offers a way of doing business which makes the organisation more system focused in which weak links can be immediately identified and rectified. The leverage points offer a systems approach of doing business which makes productivity and profit generation as its primary goals. Some of the consistent leverage points for change that are suggested for Global Adventures are described below:
1. The board level intervention must be formed at a broad level of performance for all employees. This will ensure the development of a model which is performance focussed and result oriented. When there is a lack of results expected, it is apparent to fix the performance of the employee to rectify the issue (Meadows & Wright, 2008).
2. The strategies, projects, and system measures must be aligned to form a leadership learning system which is formed to equip all employees to consider learning as an important activity on a daily basis. The learning will automatically improve the employee knowledge leading to enhanced productivity.
3. The leadership or the board of Global Adventures must be aligned with the focus on improving the system of operations. When the focus is on the system, the identification of loopholes becomes easy and saves time and money in rectifying the same (Skyttner, 2001). In addition, it will also reduce losses to a significant extent. The leadership must be willing to form a system based operations and ensure its rightful implementation throughout the company.
4. Hiring the right candidates and putting a solid team for a particular project of travel guidance is essential for exceptional service delivery. The employees that are hired must be equipped with the best of knowledge and skills required for succeeding and being effective in their performance and maintaining the company’s service standards. This is crucial because when the manpower employed is not fit for the purpose, the results are poor and thus the sales and net profits are too poor, leading to brand equity deterioration (Thoms, 2005). Thus, absolute focus must be on hiring the best of candidates and forming the best travel guides team who understands their responsibility and makes no compromise in the quality of service to be delivered.
5. Financial control must be a major mantra for all employees especially the financial controller or officer. This is to balance the cost of doing business and registering sales which have higher net margins. The cost control must be limited to administrative levels and not to cut quality service to customers (Brigham & Houston, 2004). This can be checked with the net profits on a regular basis and keeping an eye on the cost inputs.
6. Engaging employees is an essential leverage point and this can be checked and assessed with the satisfaction level of all employees and their willingness to commit and work with the team. Engaged employees are fully aware of the conditions and take quality decisions which produces quality results.
7. Building a program of consistent capability improvements is an essential leverage point and this is possible with designing training sessions which are customised, informative, engaging, participative, and makes the employees a different person after finishing (Walter & Hinchliffe, 2005). The employees makes a new mode of transition from being less knowledgeable to more knowledgeable and will put in more smart efforts to produce quality results.