Change management   case study
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Change management case study

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organizational change management needs , consultant's help ...

organizational change management needs , consultant's help
here is a case study based on real life

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  • 1. This document covers the origin , the plan, the framework, strategy and process steps towards change management Engineering Escape- Transformation Project2011 Author:Dr. Sarma- 15-july-2011
  • 2. Dr.sarma/2011/change mgt/sk1 1. Change management - Project The following is a case study -frame work adopted-and presents the strategy/plan/process and key steps involved in organizational transformation. 2. Why change: This question was raised at the executive management committee when faced with stunted growth, falling margins, growing competition.The vision is to move quickly from 10 million to 100 million 3. Examine: SWOT Strength: BI skill pool, loyal customer base Weakness: Market penetration, brand image, limited geographic cover, lack of skill in big data Opportunities: Large BI market Potential Threats: competition lowering bill rate The CEO’s image of the company was based on what he believed in. while reality was that the company Was far more dependent on software services, which they were prevising for 15 years. The CEO asked the trigger question to accelerate growth- how do we move from 10 million to 100million in 5 years and become super category killer in BI domain What are those things that we don’t do and we start doing that will propel growth What are those things that we need to selectively abandon?
  • 3. Dr.sarma/2011/change mgt/sk2 4. What is our DNA? And what should be? The vision statement needs reexamination Mission: Our DNA should be D&A-Data and analytics market shre/growth acceleration offerings/solution core competencies revenue/growth
  • 4. Dr.sarma/2011/change mgt/sk3 5. The Frame work for change (ADKAR-Modified) business need project definition solution new habits implementation attention desire action knowledge comprehension reinforcement awareness conviction skills/Transformation
  • 5. Dr.sarma/2011/change mgt/sk4 Phase 1: Attention: Start telling the management thinking two months in advance Knowledge—assess current business understanding at floor level Awareness- create sufficient awareness of the market Desire—inspire /motivate people to change Phase2: Comprehension—keep checking the questions/doubts Conviction—prepare those who are easily convinced Action—get them to learn new skills Phase3: Reinforcement—support with new incentive plan for PCGP Transformation- aim at more fellows Phase4: The sponsors-HR -Head/CEO/CSO The leaders-PALS The influencers-P/AP/EM The target-P/AP/EM/SrC/C Point 1: To move from good intentions to good results, realize that effective change management is more than just a few communication steps Point 2: To move from good intentions to good results, realize that the “change leaders “may be “living” in the future state, while everyone else “the people to be changed” are s living in the past or present state Point 3: To move beyond good intentions, effective change management MUST focus on enablingindividual’s tochange Point 4: Individual change gradual process
  • 6. Dr.sarma/2011/change mgt/sk5 Point 5: To move faster select and use the tools available Point 6: get the right people with positive attitude involved and engaged Point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level 6. Training/coaching Engineering the Escape: 5 sessions to managers only Escape velocity—5 sessions- customized for each level Coverage:100% PAL /P/-- 2 session 16 hours AP/EM//PM/Architects- 5 sessions of 8 hours each-40 hours SR.Consultants/Consultants—6 sessions of 4 hours each-24 hours Total 10 man days Every two months 7. Communication: Use town hall- every two months All managers to hold one on one Senior executives-carry out selective breakfast sessions with consultants Purpose; removing fear
  • 7. Dr.sarma/2011/change mgt/sk6 8. Benchmarking findings causes of resistance  Employees: 1. The Consultants are Not aware of the business need for change despite transparent communication 2. Lay-offs were feared due to skill redundancy 3. Unsure if they had the skills needed and can develop for success in the future state 4. Comfort with the current state .i am billing so why bother 5. Believed that they will be asked to do more with less reward. 6. I can earn same pay without additional learning outside  Managers: 1. Fear of Loss of power /dilution of status and control 2. Fear of losing people consequently billing resulting in lower earnings through bonus/incentive 3. Overloaded of responsibilities /lesser compensation 4. Lacked awareness of the need for change 5. Lacked the required skills to build or sell solutions 6. Fear, that it will take more time to transform 7. Who will benefit from change? i
  • 8. Dr.sarma/2011/change mgt/sk7 9. To succeed in change address both the technical and the people side Solution is designed, developed –hire data scientists/solution engineering teams/SME in health care/insurance vertical and delivered effectively (Technical side) Solution is embraced, adopted and utilized effectively (People side)= CHANGE SUCCESS
  • 9. Dr.sarma/2011/change mgt/sk8 10. Armored Employee 5 levels of competency maturity/growth path. Each Consultant to be assessed after they complete the requisite number of courses every year. Support systems: PRESCRIPTIVE CAREER GUIDANCE PLAN.- PCGP Skill port.- 200 courses across 7 dimensions-Target 40 hours per quarter-use external programs selectively Assessment center-annual assessment Square Steward Crusader Knight Fellow
  • 10. Dr.sarma/2011/change mgt/sk9 The new role requires –unlearn and relearn certain habits; especially the way sales is done