2. CHANGE – THE WAY OF LIFE
Change is inevitable
There is only one thing constant in the world –
Change
Nothing Lasts Forever
If mankind denied changes – We would still be
living on tree
3. BUT STILL – WHY TO CHANGE
When the rate of change outside is more than rate of
change inside, end is in sight – JACK WELCH (CEO GE
1981-2001)
A Change Paradox - To not introduce change in
changing environment may present as much risk as
to introduce change in a non – changing
environment.
At this moment of history, change is so rapid that we
see the present, only when it is already disappearing.
4. AND THOSE WHO DON’T CHANGE
Do you remember :-
FIAT and AMBASSOADAR Cars
From Omni Present status to the rubble
NOKIA PHONE
Synonyms to mobile - Struggling for survival
KODAK
From USD 30 billon company to less then a
billion company now.
5. FORCES FOR CHANGES
Technological Advancements
Changing customer aspirations
Mergers & Acquisitions
Privatization
Knowledge Economy
E-commerce
Human Resource – Problem & Prospects
External Economy – World Politics
6. EXAMPLES OF CHANGES ORGANIZATIONS ARE
CURRENTLY TAKING ON
Ad hoc processes Documented and managed processes
Multiple, legacy systems One integrated database
Haphazard & inefficient duty roster New efficient & lean roster
No web interface for suppliers Supplier website integrated into supply chain
Two different companies Merged organization
Current
state
Transition
state
Future
state
Manual Work Flows Automated Machines
7. FORMAL CHANGE MANAGEMENT PROCESS– A
NEW MANAGEMENT TOOL
Consequences of no/improper Change
management
Lower productivity
Passive resistance
Active resistance
Turnover of valued employees
Disinterest in the current or future state
Changes not fully implemented
People revert to the old way of doing
things
8. CHANGE MANAGEMENT
Two sides of changes
Technical Side of Change
Human Side of Change
Change Management here is the process, tools
and techniques to manage the people side of
change to achieve the required business results.
(Change Management at Technical changes is part of Project
Management).
PROPER CHANGE MANAGEMENT IS IMPERATIVE TO
ACHIEVE DESIRED RESULTS FROM THE INTENDED
CHANGE
10. PHASE 1 – PREPARE FOR CHANGE
Define nature of
change
Do benefit analysis
Identify Risk
Prepare Risk Handling
Plan
Devise Strategy
Prepare Sponsor Plan
Take Approval
11. PHASE 2 – MANAGE CHANGE
Communication
plan
Sponsor Roadmap
Training Plan
Coaching Plan
Resistance Mgmt
Plan
12. CHANGE MANAGEMENT – CRITICAL SUCCESS
FACTORS
COMMUNICATION WITH STAKEHOLDERS
13. COMMUNICATION
List all the stakeholders to be affected
Make a clear communication to them about
changes
Explain new risk/comfort profile subsequent
to change
Check and handle scepticism
Take Acknowledgement
15. TRAINING & COACHING
Assess current competency level of people
Assess competency level required post
change
Do gap analysis
Provide adequate training & coaching at
each level
Check & freeze preparedness
Keep Plan B ready in case of fallout
21. PHASE 3 - POST IMPLEMENTATION
REINFORCEMENT
Audits and
employee feedback
Corrective action
plans
After action review
Finally freeze the
change
22. MOOT QUESTION - WHO WILL DO IT ………….
Project team
Change
management
Senior leaders
Managers and
supervisors
Employees
SENIOR LEADER
(Main Project Sponsor)
• DRIVES CHANGE AT
MACRO LEVEL
• Build the needed coalition
with peers and other
managers
• Overall communicate the
business messages about
the change to all
23. MOOT QUESTION - WHO WILL DO IT ………….
Project team
Change
management
Senior leaders
Managers and
supervisors
Employees
MANAGERS/SUPERVISOR
(The Key Link)
• Communicate the personal
messages about the
change to stake holders
• Conduct group and
individual coaching
sessions
• Identify, analyze and
manage resistance
• Provide feedback to the
rest of the change
management ‘gears’
24. MOOT QUESTION - WHO WILL DO IT ………….
Project team
Change
management
Senior leaders
Managers and
supervisors
Employees
EMPLOYEES
(Critical Success Factor)
• IF THEY EMBRACE IT, IT
WILL HAPPEN
• Seek out information
related to the business
reasons for change and the
personal impact of the
change
• Provide feedback and
reaction to the change
process
• Take control of the personal
transition
25. MOOT QUESTION - WHO WILL DO IT ………….
Project team
Change
management
Senior leaders
Managers and
supervisors
Employees
PROJECT TEAM
(The executor on ground)
• Provide timely, accurate
and succinct information
about the change (or
project)
• Integrate change
management activities into
project management plans
and activities. Both should
be well interlaced
26. CHANGE MANAGEMENT AND
PROJECT MANAGEMENT
Current
state
Transition
state
Future
state
Project management
Change management
Project Management & Change Management Process to work in tandem
and should be in sync with each other
27. CONCLUSION
Continual Change is imperative for success of any
organization
Proper Change management is key to success behind
any change implementation
Managing resistance, proper communication and training
are key success factors for proper change management.
Change management requires action and involvement by
leaders and managers throughout the organization
Change management and project management are both
tools that support project benefit realization – project
management is the ‘technical’ side and change
management is the ‘people’ side