Power of change

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Power of change

  1. 1. Leading CHANGE and TRANSFORMATION
  2. 2. When the rate of change outside exceeds the rate of change inside, the end is in sight” Jack Welch
  3. 3. Forces of CHANGE
  4. 4. VIRTUAL ORGANIZATIONS
  5. 5. DIGITAL CONVERGENCE
  6. 6. KNOWLEDGE ECONOMY
  7. 7. PRIVATIZATION
  8. 8. Two Sides of CHANGE
  9. 9. TECHNICAL Side of CHANGE
  10. 10. HUMAN Side of CHANGE
  11. 11. Principles of CHANGE
  12. 12. CHANGE is ENABLED
  13. 13. Not MANAGED
  14. 14. CHANGE must be LINKED
  15. 15. Measurable PERFORMANCE GOALS
  16. 16. CAPACITY for CHANGE MUST exist
  17. 17. SYSTEMATIC view facilitates CHANGE
  18. 18. CHANGE
  19. 19. Organizational TRANSITION
  20. 20. Personal TRANSITION
  21. 21. Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a change situation
  22. 22. Change strategies are situational
  23. 23. Activities contributing effective Change
  24. 24. 1. Motivating CHANGE
  25. 25. 2. Creating Vision for CHANGE
  26. 26. 3. Developing support for CHANGE
  27. 27. 4. Managing transition for CHANGE
  28. 28. 5. Sustaining CHANGE
  29. 29. Motivating CHANGE
  30. 30. Motivating CHANGE Sensitize organizations to pressure for change
  31. 31. Motivating CHANGE Reveal discrepancies between current and desired states
  32. 32. Motivating CHANGE Convey credible positive expectations for the change
  33. 33. Strengthening or adding driving forces Removing or reducing restraining forces Changing the direction of some of the forces Change CHANGE
  34. 34. BARRIERS to CHANGE
  35. 35. BARRIERS to CHANGE RESISTANCE to CHANGE
  36. 36. BARRIERS to CHANGE Limitation of Existing SYSTEM
  37. 37. BARRIERS to CHANGE Lack of existing COMMITMENT
  38. 38. BARRIERS to CHANGE Lack of LEADERSHIP COMMITMENT
  39. 39. BARRIERS to CHANGE Unrealistic EXPECTATIONS
  40. 40. BARRIERS to CHANGE Lack of CROSS FUNCTIONAL TEAM
  41. 41. INDIVIDUAL RESISTANCE
  42. 42. 1. HABBIT
  43. 43. 2. ECONOMIC FACTORS
  44. 44. 3. JOB SECURITY
  45. 45. 4. FEAR OF UNKNOWN
  46. 46. ORGANIZATIONAL RESISTANCE
  47. 47. 1. POWER
  48. 48. 2. THREAT FOR RESOURCE ALLOCATION
  49. 49. 3. STRUCTURAL RESISTANCE
  50. 50. 4. LIMITED FOCUS
  51. 51. 6. GROUP INERTIA
  52. 52. 4 PHASES OF CHANGE TRANSITION
  53. 53. DENIAL PAST
  54. 54. RESISTANCE PAST
  55. 55. EXPLORATION PRESENT
  56. 56. COMMITMENT PRESENT
  57. 57. OVERCOMMING RESISTANCE TO CHANGE
  58. 58. BY EDUCATING PEOPLE
  59. 59. BY PARTICIPATION & INVOLVEMENT
  60. 60. BY NEGOTIATION
  61. 61. BY FACILITATION & SUPPORT
  62. 62. BY MANIPULATION
  63. 63. SKILLS of CHANGE AGENT
  64. 64. Understands the dynamics of CHANGE
  65. 65. Appreciates DIVERSITY
  66. 66. CREDIBILITY
  67. 67. MULTITASKING
  68. 68. CHANGE MANAGEMENT - Best Practices
  69. 69. 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.
  70. 70. 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
  71. 71. PERFORMANCE MANAGEMENT CHANGE ENABLEMENT Recruiting, training, measuring and rewarding - all must be aligned to drive new behaviors in support of the business vision.
  72. 72. 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
  73. 73. 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
  74. 74. 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.
  75. 75. CONCLUDING THOUGHTS
  76. 76. CONCLUDING THOUGHTS “It is generally much easier to kill an organization than change it substantially.” Kevin Kelly, Out of Control
  77. 77. CONCLUDING THOUGHTS “Change the rules before somebody else does”
  78. 78. CONCLUDING THOUGHTS “Who is MASTER of Changing the rules of the game before somebody else does it ….. GUESS?”
  79. 79. FINAL THOUGHTS Change all rules Learn to forget Do it yourself Waste Re Imagine Be silly Be angry
  80. 80. STAY FOOLISH STAY HUNGRY
  81. 81. 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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