The transformation at the IRS gave useful insight to a real life overhaul of a system that was not meeting the needs of its consumers. The IRS has a very expansive group of customers, every person and group that does business, or has business transactions in the USA could be considered its customers. The size of the IRS’s customer base increases the need to avoid tenancies similar to what Mr. Kotter identifies in his article, “Leading Change: Why Transformation Efforts Fail.” Even though transitions are/should be an ongoing effort to continue to improve, the “New” IRS is receiving better reviews and headed in the right direction with the right leadership and a goal of continuous improvement. The relationship that the IRS has with its consumers can be temperamental. The article identified that there is a segment of the population that consciously evades the responsibility of paying taxes. It goes on to say that if the IRS doesn’t deal with that small percentage of non-compliant citizens, it could cause other taxpayers to feel like they are being treated unfairly. What makes this relationship more complicated is that it is required by law. When a consumer of a good is unsatisfied with the product they are receiving, they can usually go elsewhere and get what they want. With taxes, there is no other way than through the IRS. So if the service is bad, it will irritate taxpayers causing them to turn in poor quality tax returns or join those who consciously evade paying taxes. The IRS can influence taxpayers desire to pay taxes by making the interfacing system they use easy. A simple tax preparation user system will not discourage taxpayers, whereas a complicated tax system will frustrate taxpayers and cause some taxpayers to choose not to pay taxes altogether. By upgrading the processes that the IRS use to serve the public, they help themselves by having a more efficient system. In Mr. Kotter’s article, “Leading Change: Why Transformation Efforts Fail” he lists...
Cited: Amy C. Emondson, F. X. (2002). Transformation at the IRS. Harvard Business School.
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