Mercer - Change to Grow

Change To Grow (Mercer)BY

Sairam Venkatasubramanian Business Consulting

Submitted

To

Prof Dr. Peter Mattheis

• Company profile

• Primary Barriers to Growth

• Sources & Overwhelm For Growth

• The Congruence Model

• Case Study

• Vital Question For Change

• Conclusion

Agenda

Marsh & McLennan Companies (MMC)

Mercer – Diversified Consulting Services

Company profile

Primary Barriers to Growth

• The organization is not aligned with the new

strategy. (barrier 3 and 6)

• The organization does not possess the requisite

skills and capabilities to execute well. (2,4,5,7)

• Senior management does not inspire emotional

energy in the troops.(1)

Sources Of Barriers

•Understanding the Gaps between the present & the

one needed for the change.

•Design an effective plan for change

• Educate Managerial responsibilities for all

• Communicate to realize WHY change

• Assess & Control progress for refinements

Overwhelm Barriers

The Congruence Model

• The Work(Basic): Task, Workflow Pattern, Skills & Reward.

• The People(Identification): Skills, Personal expectation,

Organizational trust, Personal demography.

• The Formal Organization(Ethics): Patterns of structures,

systems and processes to group people & work.

• The Informal Organization(Hidden Ethics): Hidden

patterns of practice, values, beliefs and individual behavior

towards respective individual work.

Elements of Congruency Model

• HARLEY DAVIDSON MOTOR COMPANY

Case Study

1903 – William S. Harley and Arthur Davidson started Harley Davidson Motor Company.

Late 1970’s – Harley Davidson’s Market Crash.

1985 – Harley Faced Bankruptcy.

<1st Phase of CHANGE in Organization>

Late 1980’s – Harley Davidson financially Recovered.

<2nd Phase of CHANGE in Organization>

Till Date – Harley Davidson Motor Company, Largest Motor cycle company in the Global Market.

Harley Davidson – New Dimension

Phase 1 (Financial Recovery)

• Top-Down, Command and Control Structure.

• New manufacturing Techniques(Just-in Time).

• Statistical Process Control.

Phase 2 (Sustained Success)

• Created CIRCLE Organization.

• Shared VISION-MISSION-ACHIEVEMENTS from Top to Bottom Management.

• Incentives on achievements to all.

• Clear Market & Customer Analysis.

• New Dimension of Branding.

• Dealership Bonding.

Two State Transformation.Change In Organization

Harley’s Circle Organization

• Have you experienced Harley Davidson?

Harley’s Result

•Do we believe in something we work?

•Do we have a Goal?

•Do we have a Plan?

• Is our organization flexible and capable of change?

• Are all the elements of our organization congruent

with each other and with our strategy?

•Does our organization deliver well on our strategy?

Question for Change?

Every Change can be made successful if the Organizations include the following Basic

Principles.

BelievePlan

Hard-WorkAchieveShare

This will ultimately CHANGE TO GROWTH.

Conclusion