mm bagaliResearch Guide / HR area / Jain University
M M Bagali, PhD in HR Professor of Management and Human Resources, Coordinating, Research in Management, JAIN University, 319 / 17TH CROSS / 25TH MAIN / 6th PHASE / JP NAGAR, Jain University/ Bengalore -560 078 / India Tel: 80 43430400 / Fax: 080 26532730 email@example.com http://in.linkedin.com/in/mmbagaliOrganizational TransformationDeveloping the admired organization
The Matrix of Organizational Transformation: Excellent workplace Peoples Policy Culture Change
Excellent workplace:Great Place to work in India, 2011
• Do I have a Vision• Do I have a Mission• Do I have a Philosophy• Do I have a Apt Leadership• Do I have a High Performance Policy• Do I have a Great Culture• Do I have a Disciplined Workplace / workforce
Some best ways• Grand Entrance• Scooters are out…. Bikes are in• Free food, and can order also• Part of something larger• Retainership Arrangement• Pride within the organization• Allows you to be distinctive, unique, different
• Where do we want to go?• How ready are we to get started?• What practical steps do we need to take?• How do we manage the journey?• How do we keep moving forward?
Strategic Thinking• Establish a Sense of Urgency• Form a Powerful guiding coalition• Create a Vision• Communicate the Vision• Empowerment• Have WINS now and than• Look at failures
Research Theme in this area• An invaluable HR input for HR strategy: Road map based on Great place to work• Key drivers for employee engagement• Internal Employer Branding• Employee Centric Change Agenda
Establish a Sense of Urgency• Talk of change• The threat of losing ground in some way sparks• Create enough urgency to prompt action. "Without motivation, people won’t help and the effort goes nowhere• To drive people out of their comfort zones• When is the urgency level high enough?• Kotter suggests it is when 75% of your leadership is honestly convinced that business as usual is no longer an acceptable plan.
Form a Powerful Guiding Coalition• Change efforts often start with just one or two people, include more and more• Gather a large enough initial core of believers.• change needs to have 3-5 people leading the effort.
Create a Vision• A picture of the future• Appeals all ….to customers, stockholders, and employees.• Clarify the direction• "A useful rule of thumb: if you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process".
Communicate that Vision• Leadership should estimate how much communication of the vision is needed, and then multiply that effort by a factor of ten.• The guiding principle is simple: use every existing communication channel and opportunity.
Empower Others to Acton the Vision• Allow people• Remove any obstacles
Plan for and Create Short- Term Wins• Most people won’t go on a long march for change
Consolidate Improvements and Keep the Momentum for Change Moving• "Do not declare victory too soon".• Leaders of change must go into the process believing that their efforts will take years.
Institutionalize the NewApproaches• Embody the new ways.
Drivers of Organisational Change• The need for a crisis or some kind of “burning platform” to motivate transformational change• A clear vision and strategy … that allows room for iteration• A recognition that transformation is a multi-year journey• A need to put the customer or consumer in the center of the transformation equation• The critical importance of demonstrating to skeptics that different actions can lead to different results• The need to over-communicate to employees, customers, stakeholders, and shareholders
Any questions or comments about the presentation can be sent to firstname.lastname@example.org / email@example.com