M.M. Bagali is a professor of management and human resources at Jain University in Bengaluru, India. His research focuses on organizational transformation and developing admired organizations. He discusses developing excellent workplaces, implementing people-centric policies, and driving culture change. Some key aspects of transformation include establishing a vision and leadership, developing high-performance policies, and nurturing a great organizational culture. Leaders play an important role by establishing urgency for change, forming a guiding coalition, communicating a clear vision, empowering others, and institutionalizing new approaches.

1. mm bagali
Research Guide / HR area / Jain University

2. 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
mm.bagali@jainuniversity.ac.in
http://in.linkedin.com/in/mmbagali
Organizational Transformation
Developing the admired organization

3. The Matrix of Organizational Transformation:
Excellent workplace
Peoples Policy
Culture Change

4. Excellent workplace:
Great Place to work in India, 2011

5. • 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

6. 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

7. Transforming your Organization

8. • 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?

9. 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

10. 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

11. Look at these....
• Identify Best Practices
• Identify Critical Policies
• Identify Critical HR Practices / Systems
• Identify Critical What works
• Identify Critical KRA/KPA
• Identify Critical Performance Evaluation
• Identify Profit Sharing Systems
• Identify Benefit Management

12. Leaders role in transformation

13. Leaders role in transformation
How do you determine and define strategies for
improving the organizational changes you are
leading?

14. How do customer-focused behaviors work?
What makes them so effective for building
partnerships with customers?

15. What is the importance of personal values to
leadership success?

16. How can you delegate more effectively and
create more accountability on your team?

17. How do you keep moving forward? How to
create processes that support ongoing goal
achievement.

18. Create a follow-up methodology to ensure
successful implementation of your plans.

19. Great Strategic Interventions
By Leader

20. 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.

21. 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.

22. 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".

23. 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.

24. Empower Others to Act
on the Vision
• Allow people
• Remove any obstacles

25. Plan for and Create Short-
Term Wins
• Most people won’t go on a long march for
change

26. 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.

27. Institutionalize the New
Approaches
• Embody the new ways.

28. 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

29. Any questions or comments about the presentation can be sent to
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com