This document discusses the importance of change management. It notes that senior managers on average devote less than 3% of their time to building a corporate perspective on the future. It asks three questions about being willing to take time to look outward and consider how the world may change. It also provides examples of technological changes from 2007-2008 and discusses how companies must shift from doing what they are good at to what is important. A effective change management involves getting an organization to look at changes, shift priorities, adopt new practices that work, and be systematic in managing change.

1. Change Management
COMPUTER SOCIETY OF INDIA, CHENNAI / JUNE 24, 2018

2. Just three questions
1) Are we willing to take the time
off?

4. 1. What percentage of your time is
spent on external rather than internal
issues?

5. 1. What percentage of your time is
spent on external rather than internal
issues?
2. Of this time spent looking outward,
how much do you spend considering
how the world may change in five or
ten years?

6. 1. What percentage of your time is
spent on external rather than internal
issues?
2. Of this time spent looking outward,
how much do you spend considering
how the world may change in five or
ten years?
3. Of the time devoted to looking
outward and forward, how much do
you spend working with colleagues to
build a deeply shared, well-tested
perspective on the future?

7. 1. 40%
2. 30%
3. 20%
"Thus, on average, senior managers
devote less than 3% (40% x 30% x 20%)
of their time to building a corporate
perspective on the future. In some
companies, the figure is less than 1%."

8. Just three questions
1) Are we willing to take
the time off?
2) When we look, do
we see?

9. "The world changes but
our world views do not"
- Hans Rosling

10. Fact Questions - 13
12,000 People

11. Which of these curves shows the world’s
income distribution?
(A)
(B)
(C)

12. In 1996 tigers, giant pandas and Black Rhinos were all
listed as endangered, how many of these three species
are critically endangered today?
A. 2 of them
B. 1 of them
C. None of them

13. There are 7 billion people in the world.
How does the population break down?

14. 2010
G8 Summit

15. 2013
G8 Summit

20. Just three questions
1) Are we willing to take the time off?
2) When we look, do we see?
3) What do we do, when there is
change?

24. Changes worth watching
2007
Touch screen technology

28. Changes worth watching
2007
Touch screen technology
2008
Democratization of App Development

30. What do we do when we see change?
• We continue to do what we are good at
doing!
• Rather than what is important to do!!

31. "It’s OK—we’ll be fine"
MR. JAMES LAURENCE BALSILLIE, CO-CEO, BLACKBERRY

32. That explains how does one
company go from controlling half
the world’s smartphone market
to less than 1% today, and from a
profit of $1.9 billion to a gaping
$5.8 billion deficit - all within the
space of 5 years.

33. In a slide
THESE CAN CHANGE WHAT TO CHANGE?
Vision
ProductsStrategy
Functions Practices

34. Case: Sterlite, Tuticorin

35. The End

36. What Function is Important Right Now?
• Brand?
• Product Design or Development?
• Marketing?
• Customer or Public Relations?
• Environment?

37. What Practices are the best Right Now?
YESTERDAY
Storytelling
Govt license
Press meets

38. What Practices are the best Right Now?
TODAY
Story-doing
Social contract
Community Meets

39. Summing Up
OF CHANGE MANAGEMENT

40. Getting the organization
Look at the change(s)
1

41. Getting the organization
Look at the change(s)
1
Shift to 'What-Is-Important-
To-Do' from 'What-We-Are-
Good-At-Doing'
2

42. Getting the organization
Look at the
change(s)
1
Shift to 'What-Is-
Important-To-Do'
from 'What-We-
Are-Good-At-Doing'
2
Adopt the Practices
that yield results
3

43. Getting the organization
Look at the
change(s)
1
Shift to 'What-Is-
Important-To-Do'
from 'What-We-
Are-Good-At-Doing'
2
Adopt the Practices
that yield results
3
And be Systematic
about Change
Management
4

44. My book and framework

45. Roll out change...
SANKAR@SANKARG.COM