© 2013 Nimalan Nadesalingam
TransformingOrganisations ...
with NimalanNadesalingam
An introduction to Change Management…..and its value add
Business International | European HR Director Summit 2014
Presentation Slide Deck
Author and speaker: Nimalan Nadesalingam
Disclaimer:
This material is distributed for personal use of the participants only.
Duplication requires the previous consent of the copyright holder.
This presentation features extracts from Transformative Change
- published by Management Pocketbooks.
Publication details available on Slide 14
- including special offer for European HR Director Summit 2014 delegates
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 1
TransformingOrganisations ...
with NimalanNadesalingam
Consulting
Training
Coaching
Seminars
Key-note speaking
Nimalan Nadesalingam is an Associate Director and Senior Global Change Management
Consultant at the Corporate Centre for one of the world’s largest multi-national
organisations and also the founder of 7Cs of Change Consultancy and author of
‘Transformative Change’.
He is a respected and acclaimed professional keynote speaker and writer in Business
Transformation, specifically in the fields of Change Management and Continuous
Improvement. He has delivered key-note speeches and trainings in Europe, Asia and the
Middle East, and his writings have been published in multiple languages in a variety of
business magazines. His first book, ‘Transformative Change’, was released internationally
by a major publisher in October 2014 and established his 7Cs of Change Methodology as a
leading Change Management methodology.
Nimalan is from Great Britain, living in Germany and working across the globe as a
consultant on major programmes whilst also training, coaching and mentoring various
levels of management from numerous cultures and continents in Business Transformation
and Change Management.
CONTACT:
Nimalan Nadesalingam
7Cs of Change Consultancy
About Nimalan Nadesalingam
Telephone : +44 7883088229
E-mail : [email protected]
Web : www.7csofchange.com
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 2
TransformingOrganisations ...
with NimalanNadesalingamWhy Change?
Confucius.
Chinese Philosopher
BC 551 – BC 479
“Only the wisest and stupidest of men never Change.”
Organisations often get to the top of their industry because they successfully change their
industry. But to stay on top, they must then continue to change either their industry or
themselves in order to satisfy the developing demands of a fast-changing environment.
Kodak were once dominant in the photographic industry, HMV were a once dominant
retailer for music, Nokia were once the dominant manufacturer of mobile phones…. The
list of fallen giants can go on.
Such fallen giants are examples of how even the strongest and most successful of
organisations can fall on its knees – and often this is because the organisation is just not
able to undergo the change necessary to ensure its continuing survival.
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 3
TransformingOrganisations ...
with NimalanNadesalingamWhat forces organisations to Change?
Change in customer demands
Market changes
Change in input costs/supply availability
Enforced legislation change
Organisational Change (e.g. mergers)
Technological advancements
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 4
TransformingOrganisations ...
with NimalanNadesalingamWhat type of Changes do organisations go through?
Operational /process changes
Technological changes
Cultural changes
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 5
TransformingOrganisations ...
with NimalanNadesalingamFrom ‘A’ to ‘B’ via ‘C’
The Change Journey
As Is
State
Processes
Technology
Culture
Better
State
Processes
Technology
Culture
Model by N.Nadesalingam
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 6
TransformingOrganisations ...
with NimalanNadesalingamWhat is a ‘Change Journey’ Successful?
Like any project, the ‘change journey’ should be subject to operating parameters in regards to scope,
timeframe and budget.
A change journey can be considered successfully completed if it is:-
-delivered with the full scope of the originally defined ‘better state’
-and delivered within the set deadline
-and delivered within the defined budget
Scope
Budget Timeframe
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 7
TransformingOrganisations ...
with NimalanNadesalingamHow many Change Journeys are Successful?
According to research by
GE, 70% of all ‘changes’
FAIL!
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 8
TransformingOrganisations ...
with NimalanNadesalingamThe missing ingredient for success is…
According to research by GE, 70% of all ‘changes’ FAIL!
of all successful changes initiatives had a good technical solution.
of all unsuccessful change initiatives also had a good technical solution.
100 %
98 %
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 9
TransformingOrganisations ...
with NimalanNadesalingamChange and People Impact
Changes impact people. So people can impact Changes!
Cultural Changes
People
Technological Changes
Process Changes
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 10
TransformingOrganisations ...
with NimalanNadesalingamThe making of a successful Change Journey
Equation by N. Nadesalingam based on original QxA=E equation put forward by Jack Welch and GE
Technicalaspects of the ‘Change’
People Power harnessed in support of the ‘Change’
Effectiveness of the Change Journey
T X P = CImagine 10 resources to allocate in support of a Change:
T x P = C8 x = 16
Add an extra resource to the ‘T’
T x P = C9 x 2 = 18
Add an extra resource to the ‘P’
T x P = C
8 2 16
189 2
8 x 3 =3 24
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 11
TransformingOrganisations ...
with NimalanNadesalingamThe psychology behind ‘Change Management’
Time
the Change comes
Pro
du
ctiv
ity
Elizabeth Kübler-Ross established that there was an ‘emotional cycle of change’ for ‘grief’ which included the following 5 phases.
Denial
AngerAcceptance
Bargaining
Depression
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 12
TransformingOrganisations ...
with NimalanNadesalingam
What good Change Management does for those People Impacted by the Change
Time
Pro
du
ctiv
ity
Emotional Cycle of Change without CM Emotional Cycle of Change with CM
TimeP
rod
uct
ivit
y
Change Management and Continuous Improvement © 2013 Nimalan Nadesalingam 13
TransformingOrganisations ...
with NimalanNadesalingamFrom ‘A’ to ‘B’ via ‘C’
The Change Journey
As Is
State
Processes
Technology
Culture
Better
State
Processes
Technology
Culture
Model by N.Nadesalingam
The Change Journey without CM - less efficient and sustainable -
The Change Journey with CM - more efficient and sustainable -