Experiencing and Executing Change

8/6/2019 Experiencing and Executing Change

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EXPERIENCING &

EXECUTING

ChangeJ

WIPRO MAY 3, 2011

This morning Each one here has experienced & executed

CHANGE, I am sure. So lets please make this

inter-active.

Tough to cover such a subject in 2 hours !

Will share with you some books & web sites

that I found very good.


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Help me start with an exercise

What sort of visual images come to your mind

when I say INNOCENCE ?


when I say INNOCENCE ?

And when I say SUCCESS ?


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when I say INNOCENSE ?

And when I say SUCCESS ?

Finally when I say CHANGEJ

Is it a reasonable assumption,

that our perception of Change is

not as pleasant or enjoyable as

most other words ?

Can someone guess WHY ?


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My perspective today

# 1 Why do we fear Change ?

Is Change always unwelcome ?

How to orchestrate successful Change ?

Let me ask you.

How recent do you guess

is our study of Change ?


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Let me share a quote

Nothing endures but Change

To the fearful, it is threatening bcos things

could get worse

To the hopeful, it is encouraging bcos things

could get better

To the courageous, it is exciting bcos of fresh

growth opportunities

The quote Nothing endures but Change


could get worse


could get better




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The quote

Nothing endures but Change


could get worse


could get better

To the courageous, it is exciting bcos of new

opportunities

The quote Nothing endures but Change


could get worse


could get better



(Heraclitus 540 BC-480 BC)


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So you can see we have been

obsessed with Change for

thousands of years !

And then I looked at

Wipro Consumer Care

www.wcclg.com... 1947 - Establishment of an Oil crushing unit at Amalner

in Maharashtra.

1970 - Manufacture of Hydrogenated cooking(Vanaspati) medium at Amalner.

1982 - Introduced Flexi Packs for Hydrogenatedcooking medium - a first in India.

1986 - Santoor soap launched.

1991 - Wipro Lighting established


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www.wcclg.com...

1991 - Wipro Baby Soft Products launched

1999 - Launch of Wipro Active

2003 - Launch of Wipro Safewash

2003 - Glucovita acquired

2003 - Chandrika Marketing Rights obtained

More recently www.wcclg.com...

2004 - Launch of Santoor Facewash and Cream

2005-06- Amongst the fastest growing FMCGcompanies

2006 - Acquisition of North West Switches

2007 Acquisition of Unza, one of the leadingcompanies of South East Asia, in personal care

business. 2009 Relaunch of Santoor. WCCLG Revenues

cross Rs. 2000 Cr. (over $ 450 mill.)


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Wow ! If that isnt Change !

Continuous. Ambitious. Global.

And Mr.Azim Premjis speech

at I I M Ahmedabad

But for that you willhave to wait till the end !


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And yet

Global research reveals that less than 10 % of

managers welcome Change

Even in life-threatening cases of addictive,

obsessive & compulsive behavior, less than

25 % voluntarily modify their actions

The classic head vs heart paradox I know something is good for me but I still

fight it

Example---a healthy life style of eating &

drinking in moderation with regular exercises

is highly desirable but I find it extremely

difficult to practice it

Seems to be a universal problem !


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So if only 10 % welcome Change,

what about the balance 90 % ?

They deny or avoid or resist Change !

So let me ask you---why do

we fear Change ?


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Majority fear Change

Because Change at its core is a human process

and all of us are creatures of habit.

We are neurologically hard-wired to resist new

behavior or new practices or new mind sets.

Physiologically, it takes more effort to change

our actions than follow our habits !

Our brain


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Our brain

Basal ganglia---habit centre managing semi-automaticactivities like walking & driving.

Amygdala---feelings centre managing strong emotionslike anger & fear.

Hypothalamus---instinct centre managing essentialdrives like hunger & thirst.

Info processed in these centers is faster & often by-passes the conscious attention.

So following a habit is rewarding & reinforcing.

Ever heard of this is the way we have always donethings around here !

Our brain Basal ganglia---habit centre managing semi-automatic

activities like walking & driving.




So following a habit is rewarding & reinforcing. Ever heard of this is the way we have always done

things around here !


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Our brain

Basal ganglia---habit centre managing semi-automaticactivities like walking & driving.




So following a habit is rewarding & reinforcing.

Ever heard of this is the way we have always donethings around here !

Our brain Basal ganglia---habit centre managing semi-automatic

activities like walking & driving.




So following a habit is rewarding & reinforcing. Ever heard of this is the way we have always done

things around here !


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Our brain

Any Change needs the pre-frontal cortex that

is associated with deliberate, intellectual

functions like planning, evaluating, judging

etc.

This part of the brain requires more effort &

energy !

So now we have a body-based reason forresisting ChangeJ

Therefore Change synonymous with threat or danger or

risk or uncertain or unpredictable or

unfamiliar

To all of which our response has always been:

@ Fright or

@ Flight or

@ Fight.


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Of course, we come up with

innovative, convincing, logical

reasons why we should not

entertain Change !

Typical objections Too complicated

Too expensive

Too ambitious

Dont have the authority

We are fine as we are

We have tried thisbeforedidnt work

We have never done thisbefore

Not enough time

We will get criticized

Let some one else start &I will join

Its against our culture

Wont fly in mydepartment

Needs more work

Against policy

We dont have the budget

You are new here


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All these finally boil down to

How will this Change impact me ?

Immediate & long term ?

Whats in it for me if I do support it ?

Why are you so keen on this Change ?

Have you thought it through ?

Have you done this before ?

What specifically do you wish me to do ?

By when ? And how ? With what resources ?

At this stage, lets pause & ask

Is all Change bad ?

Can there be good Change ?


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I am certain each one here can

identify at least 1 or 2 changes that

added to our wealth, status

& self-image

Brought a lot of love, affection, joy,

respect, harmony into their lives

In my life The move to IIT hostel from a loving home

The move to another city i.e IIM Bangalore

1stjob with HUL-responsible for others lives

Marriage plus new job plus new company plusnew city

1st child

Move as Manager Ogilvy Chennai Gave up advertising for marketing services

Left regular employment


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Each of them

Moments of anxietydoubtsworrystress

Panic of leaving comfort zones

Affecting entire family

What will others think ?

Fear of failure

And yet without these Changes, I would have

lost out on so much of joy, success,

recognition, friendships & indeed moneyJ

Some Changes in our own life times

Communication

Travel

Health care

Education

Entertainment

A global mind set Knowledge democracy


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One of lifes ironies

We are over-whelmed by

the fear of failure

much more than

the rewards of success.

From the personal to professional As FMCG marketers you must have been

witness to so many Changes

I have identified a few

You decide which are favorable & which not

Also which are challenges or opportunities

disguised as challenges !


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Recent trends

Brand power shifting in favor of consumers---

Permission to market.

Brands, in some cases, becoming broader in

appeal---Corporate brands.

Fragmented user segments---Mass

customization.

Shorter competitive advantages---Continuousinnovation.

Recent trends Brand power shifting in favor of consumers---





customization.

Shorter competitive advantages---Continuous

innovation.


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Recent trends

Brand power shifting in favor of consumers---





customization.

Shorter competitive advantages---Continuousinnovation.

Recent trends Brand power shifting in favor of consumers---





customization.

Shorter competitive advantages---Continuous

innovation.


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More trends

Truly global markets---Time-to-Market andCultural Sensitivity becoming competitiveweapons.

Speed---brand building on the fly. In future,the fight will not be between the large & thesmall but between the swift & the slow.

Channels role changing---Infomediaries!

Brands beyond products---CEO as the BrandSteward

More trends






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More trends





More trends






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A quick recap

Given a choice we would rather avoid Change.

But, possibly, there have been Good Changes

in our livesJ

Unless we actively engage with Change, we

would lose out in the increasingly globalmarket place.






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Managing Change

I prefer Evangelizing Change because thats

what, as leaders, all of us need

A leadership initiative that leverages the

organizations capabilities

With clear roles & accountabilities

And adequate resources

Such that the aligned milestones arereached within negotiated time & costs.

The big challenge is

To do all this while the present

business is running as usual


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Vijay Govindarajan

Present business (or Performance Engines)

depend on smaller/ sharper tasks

Increasing Specialization

Repeatable actions leading to

Predictable results

Emphasis on efficiencies.

Change, on the other hand, is opposite of all

the above.

And thus the need for effective,

indeed inspirational leadership

With clear, 2 way, communications.


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Why do so many

Change initiatives fail ?

Organizational Change needs

Pressure to Change Shared Vision

Building Capabilities Clear Action Plan

Review & Feedback


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Organizational Change



Review & Feedback No sense of Urgency




Review & FeedbackFrequent starts & stops

leading to confusion


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Review & Feedback Anxiety & Frustration




Review & Feedback Unorganized & Diffused

energies


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Review & Feedback No course-correction

In addition Pressure to Change

Shared Vision

Building Capabilities

Clear Action plan

Review & feedback

Persistence

Resilience

Empowerment

Celebrations

Explicit toughness


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In addition

Pressure to Change

Shared Vision

Building Capabilities

Clear Action plan

Review & feedback

Persistence due to slowadoption

Resilience to handle setbacks

Empowerment to gain

co-option

Celebrations to weaken cynics& reward fans & shift fencesitters

Explicit toughness to deal withcynics & sceptics

Communications Clearly define the business objectives that

Change will deliver.

Leverage the Organizations strengths,

vulnerabilities, track record & culture.

Tap into both formal & informal organizations.

Clarify how this Change will impact individuals.

The game plan & individual roles.

Milestones & time-lines.


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The spectrum of responses

I hear you.

I understand you.

I agree with you.

I believe you.

I will align.

I will collaborate.

I will be an active advocate.

I ACCEPT I REJECT

P

A

S

S

I

V

E

A

C

T

I

VE

SABOTEURS

CO-

EVANGELISTS

COMPLIANCE

SEEKERS

VISIBLE

ENEMIES


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A simple tool kit for

Change evangelizing

The 8 S model

The 8 S tool kit# 1 Shared Vision---the future wed like to createthat gives us strategic advantage; creates valuefor all stake holders; sets the flag for us to rallyaround.

# 2 Strategy---the choices we make & prioritieswe set to move towards the Vision.

# 3 Shared Values---how we behave & what we

discourage.# 4 Structure---the teams, groups & rituals toestablish our organization.


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10 S

# 5 Staff---our people & policies & practices to

recruit, evaluate & reward them.

# 6 Skills---our capability suite mapped on the

present & future needs.

# 7 Service systems---the links between our

people & processes to deliver better.

# 8 Stake holders---explicit recognition of allthose are invested in our success.






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Let me conclude with Mr.Premji

Be alert for the 1st signs ofChange.

Anticipate Change even when things are going

right.

Always look at the opportunities that Change

represents.

Do not allow routine to become a chain.

Realize that the fear of the unknown isnatural.

Mr.Premji Keep renewing yourself.

Surround yourself with people who are open

to Change.

Play to win.

Respect yourself.

In spite of all Change decide on what you willnot Change.


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References

The Change Monster by Jeanie Daniel Duck

Our iceberg is melting & Leading Change by JohnKotter

Who moved my cheese by Spencer Johnson

www.stanford.edu

www.mci.edu.au

www.change-management.com

www.processexcellentnetwork.com

www.cartoonsbank.com www.glasbergen.com

www.quotationspage.com

Let me close by

wishing each one here

wonderfully exciting futures

full of success & riches &

joy & harmony.

GOD BLESS YOUJ

Documents

Experiencing and Executing Change