Change management is defined as the methods and manners in which a company describes and implements change within both its internal and external processes.
This includes preparing and supporting employees, establishing the necessary steps for change, and monitoring pre- and post-change activities to ensure successful implementation.
Knowledge management is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organisational objectives by making the best use of knowledge. case study of coco cola, netflix, walmart
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Change Management & Knowledge Management.pdf
1. Change Management &
Knowledge Management
Human Resource Management
Submitted To : Dr. Divya Vyas
Submitted BY : Amitha M Praveen
Sakshi Uchaniya
BFT VI
4. 01
Change Management
Change management is defined as the methods and manners in which a company
describes and implements change within both its internal and external processes.
This includes preparing and supporting employees, establishing the necessary
steps for change, and monitoring pre- and post-change activities to ensure
successful implementation.
Effective communication is one of the most important success factors for effective
change management.
5. 02
Benefits
maintain the routine in the running of your business during
change
maintain or even increase productivity, morale and efficiency
reduce stress and anxiety associated with change
reduce disruptive aspects and risks associated with change
respond to challenges more efficiently
minimize the possibility of change failure
Finally, the change management process creates a fantastic
opportunity for the development of best practice in business.
6. Values
03
How structured change management
initiatives beat unstructured change
projects
Benefits to the individual employees
Cultural benefits and the resulting
organizational benefits
Business benefits
7. 04
Goals
The primary goal of change management is to successfully implement new
processes, products and business strategies while minimizing negative
outcomes
Access for
Change
Prepare for
Change
Plan for
Change
Implement
for Change
Sustain for
Change
Success
8. 05
Check
List
Define project vision and key outcomes
Use vision and goals to determine messaging strategy
Create a communications plan
Identify and engage stakeholders
Create a thorough plan for testing
Use training for instructions - and for marketing the new system
9. ADKAR
06
A D K R
A
Enablement Zone Engagement Zone
Awareness Desire Knowledge Ablity Reinforcement
10. 06
ADKAR
The ADKAR Model of
Change Management is an
outcome-oriented change
management method that
aims to limit resistance to
organizational change.
Created by Jeffrey Hiatt,
the founder of Prosci, the
ADKAR Model is the Prosci
change management
methodology.
As per the ADKAR change
management model,
awareness and desire aim
to move you out of the
current state, where
change is needed but has
not yet begun.
Knowledge and ability
occur during the
transition, and
reinforcement focuses on
the future.
11. 06
Create awareness of the need to change
Communicating the need for change is
fundamental, but creating awareness for the
change goes beyond simply announcing it.
Just because employees understand why a change should be
made doesn’t mean that they want that change. In order for
them to adopt the change, they must desire it.
Foster desire to make the change
12. 06
The knowledge milestone in the ADKAR Model is primarily
about training and education. In order to begin the transition,
your team will need to understand how their responsibilities,
skills, tools, and processes will be impacted
Provide knowledge on how to change
Ensure that employees have the ability to make the change
Regardless of how well employees know how to do something,
having confidence in their own competencies determines
whether or not they can or even will do something.
13. 06
Once new processes are in place, new software is installed, or
the new organizational chart is official, reinforce the change
long after its implementation.
Reinforce the change
15. Communicate the change in the
vision very often powerfully and
convincingly. Connect the vision with
all the crucial aspects like
performance reviews, training, etc.
Identifying the effective change
leaders in your organizations and
also the key stakeholders, requesting
their involvement and commitment
towards the entire process.
Determining the core values, defining
the ultimate vision and the strategies
for realizing a change in an
organization.
07
Identifying and highlighting the
potential threats and the
repercussions which might crop up in
the future.
Discuss the successful stories related
to change initiatives on every given
opportunity.
Achieve continuous improvement by
analysing the success stories
individually and improving from
those individual experiences.
By creating short term wins early in
the change process, you can give a
feel of victory in the early stages of
change.
Ensure that the organizational
processes and structure are in place
and aligned with the overall
organizational vision.
16. 07
Advantages
It is an easy step by
step model which
provides a clear
description and
guidance on the entire
process of change and
is relatively easy for
being implemented.
Emphasis is on the
involvement and
acceptability of the
employees for the
success in the overall
process.
Major emphasis is on
preparing and building
acceptability for
change instead of the
actual change process.
17. 08
Case
Study
1
Netflix is one of the best examples that has changed its
business model and strategy to survive.
In 1998, Netflix started its business by selling DVDs
and rentals by mail. The following year, in 1999, Netflix
launched its new subscription feature for customers to
rent DVDs at a monthly rate. In 2007, Netflix
introduced a new video streaming feature for films and
television series.
NETFLIX
Since 2012, Netflix has
produced and distributed its
original content, including
film and television series
that entertain many
viewers.
In 2022, Netflix owned
more than 200 million
subscribers globally who
were involved in a pay-per-
month payment.
18. 08
Netflix as an organization has
demonstrated their capabilities of
successful change management
based on their multitude of major
changes evident throughout the
company’s existence.
Netflix maintains its ability to change through its organizational
culture concept – freedom and responsibility. The company invests in
hiring the best possible talent, and rewards high-performer – weeding
out continuous, unimproved low performers.
Netflix found that by replacing
rules with transparency,
accountability, and trust, overall
productivity and performance
improves, and expenses decrease.
19. After surviving a drop in subscription numbers and stock figures,
Netflix subscribers grew from 23 million in 2011 to more than 137
million in 2018. So trusting their plan worked, as the business knew
DVDs were on their way out and they needed to shift gears.
08
20. 08
Case Study 2
Perhaps no organization has been
through change management challenges
quite like the Coca-Cola Company.
One example is from the 1980s when
bitter rivals Pepsi started to aggressively
target Coca-Cola. In response, the latter
released New Coke - a sweeter version of
its classic drink.
New Coke wasn’t a success and didn’t
appeal to the public. Coca-Cola wasted no
time in replacing it with the older
formula. Here, the brand was able to
respond quickly to consumer preferences
so that the product’s appeal was
maintained.
COCA-COLA
21. It even stretches as far back as World War II.
By offering free drinks to soldiers, Coca-Cola
quickly marketed itself as a symbol of the US
war effort. At the same time, it boosted brand
recognition in destination countries that
allied forces were occupying. During this
process, Coca-Cola cemented its presence
through 64 extra manufacturing sites across
the world.
These are just some of the change
management examples which show how
Coca-Cola manages to stay ahead of the
curve. To respond to greater health
consciousness, Coca-Cola released Enviga,
Diet Coke and Coca-Cola Zero to appeal to
this target market.
08
22. 08
By reacting quickly and acting proactively in anticipation of changing trends, it’s clear how
change management is a vital component in Coca-Cola’s overall strategic vision
The recent change management at coca cola
is directed towards the intrinsic values and
motivations of the employees and can be
referred to as ’employee engagement’.
Coca cola hopes to bring about a thoroughly
integrated system of communications, and
focus on creating brand relationships with
their employees.
This would enhance the operations of Coca
cola, as an integrated approach would mean
all employees believe in engaging fully in
the values, and this would become an
inherent part of the employees at a personal
level.
23. 08
Employee engagement surveys are
conducted twice every year for all the
coca cola associates, which serve to
highlight the areas where action is
required, and further actions and
implementations can henceforth be
executed.
Coca-Cola believes that their business
results hinge on the dedication of their
employees to operational excellence.
The company truly recognizes the
importance of the people to the
business
26. 01
Knowledge Management
Knowledge management is the collection of methods
relating to creating, sharing, using and managing the
knowledge and information of an organization. It
refers to a multidisciplinary approach to achieve
organisational objectives by making the best use of
knowledge.
27. 02
History
Knowledge management efforts have a long history,
including on-the-job discussions, formal
apprenticeship, discussion forums, corporate libraries,
professional training, and mentoring programs. With
increased use of computers in the second half of the
20th century, specific adaptations of technologies such
as knowledge bases, expert systems, information
repositories, group decision support systems,
intranets, and computer-supported cooperative work
have been introduced to further enhance such efforts
28. 03
Types Of KM
There are different types of knowledge, and when it comes to
knowledge management, you have to consider them. The kind of
knowledge determines the ease of sharing.
Two different types of knowledge can be discussed within the
framework of knowledge management.
● Explicit Knowledge
This type of knowledge can be taught and codified easily. This
involves simple things like mathematical equations or changing a
printer's toner.
● Tacit Knowledge
This type of knowledge is not as easy to package or share as explicit
knowledge, as it is more intuitive. Understanding body language and
innovative thinking are good examples of tacit knowledge.
29. 04
Benefits
Improve the decision-making process
Increase customer satisfaction
Promote innovation and cultural change
Speed up access to knowledge and information
Avoid redundant effort
Stimulate growth and innovation
Accelerate customer delivery
30. 05
Goals
The main goal of knowledge management is to improve an organization's
efficiency and save knowledge within the company.
Defination Retention Structuring Sharing Seeking Preserving
32. 07
Models
A KM model is a structured way to look at the process of KM used by an
organization in order to investigate its properties and tailoring it to the
organization’s specific needs.
Information
Capture
Storage Customization Use
33. 07
Knowledge
Management Cycle
The information stored in usable formats has become
Knowledge. This knowledge has to be distributed to the
relevant target group and enables the user to solve
problems . This process of converting information into
knowledge that can be used is called the Knowledge
Management Cycle.
34. 07
Models
WIIG Model
Nonaka and
Takeuchi Model
ZACK Knowledge
Management Model
BUKOWITZ and
WILLIAMS Model
“To make the
organization
intelligent-acting by
facilitating the
creation,
accumulation,
deployment, and use of
quality knowledge.”
The model defines and
elaborates on the 2 types of
knowledge, the explicit
knowledge which is well
documented and tacit knowledge
which is a result of years of
experience and hence is likely to
unconsciously reside at the back
of the mind of the expert using
this knowledge.
The stages of
information collection to
conversion into usable
knowledge have been
enumerated as;
acquisition, refinement,
storage and retrieval,
distribution and
presentation or use.
“How organisations
generate, maintain and
expand a strategically
correct stock of
knowledge to create
value”.
35. 08
Case
Study
3
Wal-Mart is an American multinational corporation
running a chain of large discount departmental
stores and warehouse in several countries. Wal-
Mart inc. was started in 1962 and incorporated
officially in 1969 and began trading stock as a
publicly held company in 1970.
Wal-Mart
At current, Wal-Mart international
experiences a rapid growth and it
has acquired 4, 573 stores along
with 730, 000 associates evident in
14 countries that are out of the US
continent.
Wal-Mart operates under different
banners in most of its international
stores but they all work towards the
same goal; enabling their customers
save money and live a better life.
36. 08
In its efforts at developing and nurturing
insightful knowledge management skills,
Wal-Mart focuses on its organizational
objectives which specifically include
improved business performance, innovation,
competitive advantage as well as continuous
improvement of business operations and
processes.
Economic gin as a result of positive knowledge management strategies is achieved
throughout. The corporations’ knowledge management strategies have enabled it
to focus its strategic business operations into cutting operational cots and
building up a value for its shareholders.
The corporation’s goals are being achieved
simultaneously by strictly adhering to
business aims and balancing operations
with the economic growth.
KM at Walmart
37. Wal-Mart’s actual elicitation of knowledge takes
different forms and these can be categorized
broadly into those which are direct and the
indirect.
Direct methods of eliciting knowledge occur in
collaboration with expert programs and are very
efficient in knowledge management.
Indirect methods of eliciting knowledge are on
the other hand enhanced through study or use of
relevant information resources as can be
identified by knowledge engineer.
08
KM In Wal-Mart
38. The success of an organization more especially in
the field of knowledge management is determined
mainly by the kind of Human Resource management
strategies displayed.
Wal-Mart’s human resource management strategies
are used chiefly to enable the organization and its
vast array of branches manage their managerial
activities through coordination of employee related
processes.
Wal-Mart has been achieving its target by
integrating skilled workforce with the firm’s
existing work force.
08
KM at Walmart HRM
39. Managers across all Wal-Mart’s branches motivate
their workers to achieve the objectives and goals of
the organization and out-do their rivals.
Leaders, they daily interact with workers freely and
offer directions personally and within teams, various
departments as well as divisions.
The company has made substantial progress in
relation to restructuring its long term objectives so
that it can stand abetter chance of achieving its
goals.
All its branches have been able to ensure that all
aspects of personnel management.
08
KM at Walmart HRM
40. The company’s intellectual negotiation capability
enables it to differentiate between principles and
discover prone areas and discard them.
Ascending principles and self-esteem are two key issues
taht helps in communication at the wal-mart store.
The management is always ready to guide and protect
the staff.
At the Wal-Mart stores, assignments and projects are
monitored continuously.
Promotions for staff annually by “on the Job Training”
achieve a greater scope in implementation of the
productivity and performance of staff and manager
08
KM In Communication
