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CHANGE AGENT

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CHANGE AGENT Facilitator of change

Outsider or insider

External change agents are more effective thaninternal

Reasons-managers are usually not familiar what sort ofchange is required in the company, lack of expertise,

cannot be single handedly done by manager Change agent qualities- must have analytical and

diagnostic skills, experience and good personality(empathetic and sensitive)

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Change Agent/consultant job OD consultants are experts on organisational change,

organisational dynamics and on structuring learningsituations for problem solving and decision making.

They structure activities to help member organisationhow to solve their own problem and learn to do itbetter overtime.

Rather than giving solutions they aim at creatinglearning situations in which problems are identifiedand solutions are developed.

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Benefits of consultantA consultant can see the problem as outsider.so his

opinion is free from internal biasness or limitations.

He sees the problem at micro level then at industrylevel and then globally

With consultant the horizon of knowledge increasesand it becomes easier to solve problems

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Nature Of Client Consultant

Relationship The client as a buyer of knowledge

The consultant as problem solver or as change agent

The consultant shares all relevant information of thefirm

The consultant has the resources of the firm at hisdisposal

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Case Study Avaya (Cultural transformation through alignment )

Introduction:

Avaya is a global leader in enterprisecommunication systems providing unifiedcommunications, contact centers, data solutions andrelated services directly and through its global channel

partners to leading businesses around the world.

Its main aim is to provide best communication solutions.

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Over the last decade, Avaya has dramatically repositioneditself in the marketplace going from a communications

provider of phone and voice hardware to a full businesscollaboration provider offering integrated voice, video,

web, multi-media and more .

Numerous acquisitions have helped them accelerate theirtechnology offerings in contact centers, unifiedcommunication, conferencing and collaboration markets,and to expand geographic reach

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They have had enormous success repositioningthemselves in the market place, however, that

repositioning did not translate within theorganization.

We were driving the technology to the outside worldbut not driving the changes needed within the

company, and thus a great need for a culturetransformation became apparent to us, commentsRoger Gaston, Senior Vice President of HumanResources

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So in 2007 the HR managers Roger Gaston and Stevefitzgerald began their journey to change the behaviourand to improve the effectiveness of orgnisation.

To identify the problem they used DenisonOrganizational Culture Survey to assess their baselineculture in 2008.

Through the survey, feedback sessions andobservations coming from all levels, functions andgeographies of the organization, they learned somevery important things about their culture.

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Positive aspect in culture:

1. Loyalty

2. Integrity3. Trust

Negative aspect in culture :

1. Extended belongingness to parent company (AT&T)

2. Employees Averse to take risk

3. No ownership of task

4. With loads of restructuring people felt victimized

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Values identified and needed to be reinforced:

EVERYTHING starts and ends with the customer

Corporate priorities = individual and team priorities

Poor performance is no longer tolerated

Everyone knows the competition and our strategy to win

Transparency is the rule, especially when it comes to

results Competitive energy of employees is focused on

competitors, not internally

Teams are our building block

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Building blocks or expectations for

performance B-FACETs

B - Bold

F - Fact-basedA - Agile

C - Cross-functionally effective

E - Empowered

T - Transparent

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Measures undertaken to change culture:

Improved corporate governance

Formal monthly reviews and restructured their goalsetting

Rewarded expected behaviour

Performance review ,promotion evaluation were

revised to incorporate the desired behaviour

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Five conversations concept: whereby supervisors andemployees interacted throughout the year :

1. Talking strategy

2.Talking results: performance as organization team,individual.

3.Talking rewards

4. Talking capability

5. Talking talent

These conversations helped to build alignment,engagement, retention and satisfaction in employees.

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Measuring progress Improvement in culture led to increase in

organizations effectiveness.

Steady growth in total revenue and margin

Cost saving

Rate of innovation increased

Change is an ongoing process and it still continues atAvaya