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Leading CHANGE and TRANSFORMATION
When the rate of change outside exceeds the rate of change inside,
the end is in sight”Jack Welch
Forces of CHANGE
VIRTUAL ORGANIZATIONS
DIGITAL CONVERGENCE
KNOWLEDGE ECONOMY
PRIVATIZATION
Two Sides of CHANGE
TECHNICAL Side of CHANGE
HUMAN Side of CHANGE
Principles of CHANGE
CHANGE is ENABLED
Not MANAGED
CHANGE must be LINKED
Measurable PERFORMANCE GOALS
CAPACITY for CHANGE MUST exist
SYSTEMATIC view facilitates CHANGE
CHANGE
Organizational TRANSITION
Personal TRANSITION
Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a
change situation
Change strategies are situational
Activities contributing effective Change
1. Motivating CHANGE
2. Creating Vision for CHANGE
3. Developing support for CHANGE
4. Managing transition for CHANGE
5. Sustaining CHANGE
Motivating CHANGE
Motivating CHANGE
Sensitize organizations to pressure for change
Motivating CHANGE
Reveal discrepancies between current and desired states
Motivating CHANGE
Convey credible positive expectations for the change
Strengthening or adding driving forces
Removing or reducing restraining forces
Changing the direction of some of the forces Change
CHANGE
BARRIERS to CHANGE
BARRIERS to CHANGE
RESISTANCE to CHANGE
60%
BARRIERS to CHANGE
Limitation of Existing SYSTEM
45%
BARRIERS to CHANGE
Lack of existing COMMITMENT
38%
BARRIERS to CHANGE
Lack of LEADERSHIP COMMITMENT
35%
BARRIERS to CHANGE
Unrealistic EXPECTATIONS
32%
BARRIERS to CHANGE
Lack of CROSS FUNCTIONAL TEAM
28%
INDIVIDUAL RESISTANCE
1. HABBIT
2. ECONOMIC FACTORS
3. JOB SECURITY
4. FEAR OF UNKNOWN
ORGANIZATIONAL RESISTANCE
1. POWER
2. THREAT FOR RESOURCE ALLOCATION
3. STRUCTURAL RESISTANCE
4. LIMITED FOCUS
6. GROUP INERTIA
4 PHASES OF CHANGE TRANSITION
DENIAL
PAST
RESISTANCE
PAST
EXPLORATION
PRESENT
COMMITMENT
PRESENT
OVERCOMMING RESISTANCE TO CHANGE
BY EDUCATING PEOPLE
BY PARTICIPATION & INVOLVEMENT
BY NEGOTIATION
BY FACILITATION & SUPPORT
BY MANIPULATION
SKILLS of CHANGE AGENT
Understands the dynamics of CHANGE
Appreciates DIVERSITY
CREDIBILITY
MULTITASKING
CHANGE MANAGEMENT - Best Practices
CHANGE ARCHITECTURE
There must be explicit strategy and structure which define the nature and sequence of specific activities
and resources required to facilitate the change process.
CHANGE COMMUNICATION
Communication infrastructure and plan must be in place to build awareness of change goals,
communicate progress toward attainment of these goals, and encourage collective ownership of the
change process and outcomes
PERFORMANCE MANAGEMENT CHANGE ENABLEMENT
Recruiting, training, measuring and rewarding - all must be aligned to drive new behaviors in support
of the business vision.
LEADERSHIP
Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to
drive the change process to completion, and accept the responsibility for doing so Leadership Capacity
Team & Individual Capacity
TEAM WORK
Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to
drive the change process to completion, and accept the responsibility for doing so Leadership Capacity
Team & Individual Capacity
CULTURAL CAPACITY CHANGE
The organization must assess the alignment of the current culture with the change process and built
new values and behaviors as appropriate to support it.
CONCLUDING THOUGHTS
CONCLUDING THOUGHTS
“It is generally much easier to kill an organization than change it
substantially.” Kevin Kelly, Out of Control
CONCLUDING THOUGHTS
“Change the rules before somebody else does”
CONCLUDING THOUGHTS
“Who is MASTER of Changing the rules of the game before somebody else does
it ….. GUESS?”
FINAL THOUGHTS
Change all rules Learn to forget Do it yourself
Waste Re Imagine
Be silly Be angry
STAY FOOLISH STAY HUNGRY
Thank You!You can reach me at:Vinod.sharma@jimkanpur.ac.in
Credits for Images used – flickr/ Slideshare/ corbis/and many more
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