This document discusses change leadership and the role of leaders in successful change implementation. It provides that leaders must do the right thing by continually improving and changing to stay ahead of competitors. The role of leaders significantly impacts the success of change through personal involvement, persuasion, and building others' capability to change. Key leadership competencies for successful change include creating a case for change, structural change, engaging others, implementing and sustaining changes, and developing capabilities. A case study shows how timely leadership and change initiatives at a global bank led to greater market share compared to a national bank that did not implement changes quickly.

2. CHANGE LEADERSHIP
Presented By: Rizwan Qamar

3. INTRODUCTION
“Managers are people who do things right, while
leaders are people who do the right thing. - Warren
Bennis, On Becoming a leader”.
The Japanese have a term called "kaizen," which
means continual improvement. It is a never-ending
quest to do better. And you do better by changing.
Standing still allows your competitors to get ahead of
you.

4. CON…..
The Role of leaders in the change process does impact
significantly on the success of change (Kotter, 1990,
1996;Conner, 1992; Higgs and Rowland, 2001; Higgs,
2003)
“The leader driving the change through personal
involvement, persuasion and influence”.
(Hambrick 1996)
The leader building the capability to change in others.
(Conner, 1998)

5. LEADERSHIP COMPETENCY
FOR SUCCESSFUL CHANGE
IMPLEMENTATION
 Creating
the Case For Change
Creating Structural Change
 Engaging others
Implementation and Sustaining Changes
 Facilitating and Developing and Capability

6. NINE EMERGING THEMES
ABOUT CHANGE LEADERSHIP
 The communication and actions of leaders related directly to
the change.
 Making others accountable.
 Thinking about change.
 Using an individual focus.
 Establishing ‘starting points’ for change.
 Designing and managing the change journey.
 Communicating guiding principles.
 Creating individual and organizational capabilities.
 Communicating and creating connections.

7. CHANGE ACCEPTANCE
To prevent yourself or your organization from becoming
"stranded on the mudflats of an obsolete ideology" (David
Lodge), you must become a champion of change Acceptance.
Five Steps For Change Acceptance (Conner, 1993).
 Denial - cannot foresee any major changes
 Anger - at others for what they're putting me through
 Bargaining - work out solutions, keep everyone happy
 Depression - is it worth it? doubt, need support
 Acceptance - the reality
Change + Personal history (nurture) + Social situation (environment) =
Attitude + Response

8. CON…
C=D*V*F>R
C=Change
D=Dissatisfaction with the status quo
V=Vision of the future
F=First steps
R=Resistance to change

9. JAWORSKI AND
SCHARMER (2000)
Identified Core Practices for success within this emergent view
of change.

Observing: Seeing reality with new eyes.
 Sensing: Turning the observed reality into emerging patterns
that inform future possibilities.
 Envisioning: Crystallizing vision and intent.
 Executing: Acting in an instant to capitalize on new
opportunities

10. KURT LEWIN (1951)

11. LEADER ACHEIEVE THREE
MAJOR CHANGE RESULTS
Leader Maximize ROI and Results from Current
Change Efforts.
 CRM, ERP implementations, operational excellence, BPR, restructuring,
any systems change
Transform People and Culture.
 From distrust and victimization to full empowerment and engagement

12. CON….
Build Organization's Long-Term Change
Capability and Skill.
 Leader turns employee’s behavior and skills
 Build internal change consulting practice
 Establish own change methodology, customized to
organization’s needs

13. CHANGE & RESTRUCTURING
INITIATIVE (Case Study)
 Global
Bank of America
 National Bank of America
 In 1980 deregulation, consolidation and new technology
intensified the competition of retail banking
New technologies profoundly change the ways in which banks
conduct their business and interact with customers.
Global Bank CEO take initiative and restructuring the
organization.
 Start relationship banking and create relationship position
 Implement ATM Technology
 Telephone and Online Banking system
 External Recruiting for skilled employees and implement
new technology and services

14. CON…
 Training of new employees and semi skilled employees
 Job enrichment and simplification
 Segmentation and part time work of employees
 Establish complaint and investigation cells
National Bank of America CEO did not take timely
steps for change initiative
 National Bank of America one year later start ATM
technology & online banking system in 1981.
Employee turnover was 35%
They did not redesign the structure
Employee and customers dissatisfied with their services and
products

15. CON…
Global bank of America took the advantage of early mover
and got 25% higher market shares than National Bank of
America
 Employee turnover is less than the National Bank of America
 Employee and customers satisfied with their services and
products

National Bank of America learn two lessons
How to distribute timely new technology in workplace
 Employee should participate in new technology
implementation and should give better rewards to employees
