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Producing massive change v1.0


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A presentation on change management i did during #KCC10 on November 30, 2010 at Cognizant's TCO office in Chennai.

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Producing massive change v1.0

  1. 1. How to Produce Massive Change inside Enterprises? - in the Era of Pull <ul><li>By Sukumar Rajagopal, SVP, CIO & Head of Innovation </li></ul><ul><li>KCommunity Chennai #KCC10 , 15 Nov 2010 </li></ul><ul><li>The mechanical aspects (Ex: Communication Plan) of a Change Management Program will not be covered. </li></ul><ul><li>I don’t believe this is a perfect methodology. These are lessons I have learnt through extensive experience. My learning continues to evolve. It is just that I have “Strong Opinions” but they are “Weakly Held” (Courtesy: Prof Bob Sutton). </li></ul>Image courtesy –
  2. 2. Climbing Stairs  Link to video Video spotted via Click Anywhere on the stairs Image to Play Video
  3. 3. Opening questions <ul><li>How many of you write blog posts regularly? </li></ul><ul><li>How many of you use Facebook? </li></ul><ul><li>How many of you use Twitter and tweet regularly? </li></ul><ul><li>How many of you use a Smartphone? </li></ul><ul><li>How many of you use an iPod/mp3 player? </li></ul>
  4. 4. Why is change management important? <ul><li>Flashback from the Annals of History </li></ul><ul><li>Electric light bulbs by 1879. However, major productivity improvement from electricity </li></ul><ul><li>took 40 more years to arrive! </li></ul>Source: , Erik Brynjolffsdson Image source:
  5. 5. Crossing the Chasm Geoffrey Moore, adapted the original Diffusion of Innovations curve created by Everett M. Rogers, to show how a technology startup can dominate the market if it can cross the chasm. Our experience shows that this modified curve applies to any manner of Change. New technology being one type of change. Chasm Image courtesy –
  6. 6. Head Fake Dr. Randy Pausch, Image courtesy - Video clip courtesy – Click Anywhere on the picture to Play Video
  7. 7. ABC Theory of Human Behavior <ul><li>Antecedents, Behaviors, Consequences Theory </li></ul><ul><ul><li>Antecedents are what create favorable circumstances for a particular behavior to occur once and the consequences ensure that the behavior continues to occur. </li></ul></ul><ul><ul><li>Example : Smoker Warnings </li></ul></ul><ul><ul><li>Source: Dr. Aubrey Daniels, Bringing out the Best in People. </li></ul></ul>
  8. 8. Consequences – the 3 dimensions <ul><li>Positive (P) or Negative (N) </li></ul><ul><li>Immediate (I) or Future (F) </li></ul><ul><li>Certain (C ) or Uncertain (U) </li></ul><ul><ul><li>Example: Seat Belts </li></ul></ul><ul><li>Dr. Daniels’ Insights </li></ul><ul><ul><li>People don’t resist change if it provides PIC (Positive Immediate Certain) consequences. </li></ul></ul><ul><ul><li>However, most often the benefits from Change Programs are far away in the future (PFC/PFU) </li></ul></ul><ul><ul><li>Negative consequences don’t work in the long term (NFC/NFU) </li></ul></ul>Image courtesy –
  9. 9. Competition Vs. Collaboration – Which is better? <ul><li>Collaboration is better, right? </li></ul><ul><ul><li>What about competitive sports? Why does that work? </li></ul></ul><ul><ul><li>What about Team-based competition? </li></ul></ul><ul><li>How do we leverage competition and collaboration? </li></ul>Image courtesy –
  10. 10. 5 Design Principles for Change Management
  11. 11. 5 Key Questions for the Change Agent <ul><li>Who is the salesforce that will sell the Change? (typically a set of Champions & some dedicated people in the Change Agent Group) </li></ul><ul><li>What is the business problem for which the Change you are promoting is the only reasonable solution? </li></ul><ul><li>Who are the partners & allies that you need to count on to push the Change ? (make sure to look for external allies also) </li></ul><ul><li>What is the key existing process/practice you are trying to replace/improve with this Change? </li></ul><ul><li>What is the Elevator Pitch for the Change you are promoting? </li></ul>Adapted from Geoffrey Moore’s Crossing the Chasm
  12. 12. Top 6 Books to Read <ul><li>Crossing the Chasm by Geoffrey Moore </li></ul><ul><li>Bringing out the Best in People by Dr. Aubrey Daniels </li></ul><ul><li>A Sense of Urgency by John P. Kotter </li></ul><ul><li>Winning in Fast Time by John A. Warden III & Leland A. Russell </li></ul><ul><li>Our Iceberg is Melting by John P. Kotter & Holger Rathgeber </li></ul><ul><li>The Power of Pull by John Hagel III, John Seely Brown, and Lang Davison </li></ul>
  13. 13. Thank You Parting Thought tied to Opening Questions If you find that people are not adopting the change you are promoting, introspect & refine the program. Remind yourself about the types of change where you are a laggard yourself. Don’t diss the people who are resisting the change.