SlideShare a Scribd company logo
Strategies for
Successful
Change
Management
Change coaching as a key for creating the
organizational mind-set to drive long-term value.
CONSULTING
External document © 2016 Infosys Limited 2
Introduction
SUMMARY
Traditional change management no longer withstands
the test of time. Companies are proving increasingly resistant
to process classic change models and tools. Projects fail
because of rigid organizational structures and employees
rejecting classic change management measures or exhibiting
passive resistance.
	 At the same time, the pressure to evolve is growing rapidly.
Companies and employees have to adapt increasingly
fast to new market conditions in order to survive and
grow successfully.
	 Companies therefore need an expanded management
approach so that they can adapt quickly and flexibly
while retaining, or even increasing, the motivation and
creativity of their employees. This white paper describes
the change coaching approach to bring sustainable
progress to organizations.
RAPIDLY INCREASING
PRESSURE TO CHANGE
BARRIERS TO CHANGE
IN COMPANIES
CHANGE
COACHING
FIGURE 1:
CHANGE COACHING HELPS COMPANIES OVERCOME
INTERNAL BARRIERS TO CHANGE AND TO EFFECTIVE-
LY DEAL WITH INCREASING PRESSURE TO CHANGE.
SOURCE: INFOSYS CONSULTING
Permanent change is the new status quo. New
technologies and business models, along
with new players in established markets, can
force out even the strongest market leaders
from their traditional positions within a short
timeframe. The major trends of our time –
globalization, digitalization and demographic
shifts – contribute to the constant transformation
of markets and are accelerating change in
many areas. This gives rise to challenges for
established companies and opportunities
for newcomers who can operate with a high
degree of agility, without having the long-
standing ties that their competitors have. Thus,
for most market participants, this creates
some fundamental questions: How can I survive –
and even thrive – in this dynamic environment?
How can I best deploy my resources to
achieve this?
Creating innovative products and services,
restructuring, mergers and acquisitions, as well
as the modernization of legacy infrastructures
are classic responses to this pressure to evolve.
They lead to complex transformation projects
which often need to succeed under time
pressure. Formalized restructuring, commu-
nications and training programs common
to traditional change programs are no longer
enough. Critical success factors these days
tend to be increased motivation and solid
acceptance of change(s) among the affected
parties, as well as the organization’s ability to
implement the change quickly. This demands
intensively confronting the potential moti-
vations for and against changes among
managers, opinion leaders and all affected
groups. Traditional change management dis-
ciplines must be combined with participatory
methods to ensure sustainable change.
We call this broadened approach“change
coaching”.
External document © 2016 Infosys Limited 3
Why is change
so difficult?
Management and employees must confront
changes to a greater extent. In most organi-
zations, there are traditional, “homemade”
problems standing in the way such as the lack
of willingness to integrate (“department silos”),
outdated processes and procedures, lack of
acceptance for change and, to an even greater
degree, insufficient willingness to assume a
leadership role in the process. This means that
change programs soon face resistance on
every level of the hierarchy. Typical reactions
when plans are announced are to dispute
the necessity of the change or relevance of the
concrete project proposals as well as to cast
doubt on the feasibility of implementation.
Change management measures that simply
serve to fulfill project milestones without
taking into account the willingness to evolve
within the organization often make the
situation worse.
Common problems with this type of change
management include:
	The overarching vision is not clearly
formulated, so employees do not
understand the motivation for change.
	A communicated vision is perceived as
inconsistent or implausible.
	The affected (groups of) people cannot
recognize why they are affected and what
the transformation means for them
(“What’s in it for me?”).
	Change management tools and processes
are implemented for their own sake and
not adapted flexibly to conditions within
the company and the project
	The fear of loss of any kind (prestige,
position, prospects) outweighs
expectations of the achievable benefits
for the company and for its development.
	Management doesn’t succeed in
motivating employees or to function
as role models for a demonstrable
willingness to evolve.
	Change is part of a very specific project
and is planned and budgeted for as part
of fixed measurement criteria.
In the worst-case scenario, these issues lead
to the phenomenon of “change fatigue”1
,
whereby the mere announcement of a new
change project prompts reflexive rejection
among those affected.
Characteristics
of a successful
change project
Successful transformation programs make
“sense”of changes for those affected by
offering them answers to these basic
questions: Why? Why now? Why me?
This can mean, for instance:
	 Affected parties and people recognize
and accept the opportunities that
the change offers. The results of the trans-
formation are recognized as “normative”
and crucial, and are integrated into
the execution of day-to-day processes.
	The willingness to help shape the future
structure increases – both on management
level and among employees.
	The change process is explained in
plausible terms and is implemented
consistently (end-to-end); changes in
the methodology are avoided.
	The transformation is supported by
coordinated information and training
programs (multi-channel).
It is not so much about administrating the
processes as assuming a leadership role in it
within the company, and establishing a
broad coalition for its implementation within
the organization.
This means the change manager becomes
a“change coach”. Change coaching deals with
motivational factors for and against change
among all affected groups. It combines tradi-
tional change management disciplines
with participatory methods to achieve sustain-
able change.2
A manager must not only be able to master
the basic methodology for creating and
implementing development programs,
communications as well as training plans for
the affected groups, but must also function
as a coach who encourages affected parties
to actively engage with the change and
its implementation.The right mix of activities, methods
and tools in change coaching and change
management are crucial to successful,
sustainable change.
TYPICAL (NEGATIVE) REACTIONS TO THE ANNOUNCEMENT
OF PLANNED CHANGES
	 “It’s an important issue, but I don’t believe that we can implement it at our company.”
	 “Not another new project!”
	 “Why does that need to change? It works fine as it is.”
	 “The project doesn’t address our needs at all.”
	 “We have bigger things to worry about than this project.”
Key factors for successful transformation
projects3
:
1. Clear assignment of tasks
The scope and substance of the planned pro-
gram are clearly defined and comprehensible
to both project managers and participants. The
assignment of tasks is clearly described and
defined for all participants. Dependencies are
identified and documented.
2. Proven methods and realistic estimations
All participants know and accept the methods
and processes used in the project. They under-
stand why these are used and how they might
realistically contribute to success.
3. Experienced resources
Employees and companies possess expertise
and experience in their fields of work – but sel-
dom make changes in these fields. Therefore,
it is important that experienced resources –
both internal and external – be incorporated
into such projects. They offer experience on
two levels – experience in change processes
and method competencies as well as in-depth
knowledge of the organization. Both are
necessary in order to drive change forward on
different hierarchy levels.
4. Appropriate budgeting
The budget realistically reflects the scope
and complexity of the project and the
resources required.
These general conditions bring about a pro-
gram that combines elements of traditional
(deliverables-oriented) change management
and elements of change coaching to drive
forward successful, lasting implementation of
changes. The advantage of such a combined
approach is the effect it has beyond the project
timeframe. Employees on various levels of
the hierarchy can also apply the methods used
in future change programs. This builds the
foundation for an improved and potentially
faster capability of the organization to transform.
Here, Infosys Consulting relies on an integrated
change management concept that considers
the client’s individual situation and the transfor-
mation plan at hand.
Like the gears of a clock, elements of change
coaching and change management mesh
together to bring about sustainable progress.
At the detail level, the individual elements
address the following topics:
External document © 2016 Infosys Limited 4
CHANGE AGENDA COACHING
SUSTAINABLE
CHANGE
CHANGE
COACHING
FIGURE 2: AN INTEGRATED CHANGE MANAGEMENT PROGRAM IS THE
BASIS FOR SUCCESSFUL, SUSTAINABLE CHANGE PROJECTS.
SOURCE: INFOSYS CONSULTING
CHANGE
MANAGEMENT
ORGANIZATIONAL
STRUCTURE
COMMUNICATIONTRAINING 
INSTRUCTION
FEEDBACK
 DIALOG
INTERVENTION 
ADJUSTMENTS
CHANGE
INTEGRATION
External document © 2016 Infosys Limited 5
Here, the goal of the change is specified from various perspectives,
consequences are analyzed and a corresponding program drafted.
Typical work elements include:
	 Taking stock of the present situation and projecting the target
outcome against the individual backdrop of the organization
	 Coming to an understanding of the motivation for change and
determining possible consequences
	 Identifying, coordinating and choosing potential courses of action
	 Defining and planning the program
This is where the organization develops its change competency.
Individuals and/or groups are identified so that they can be trained to
become“change agents”in the context of individual or group
coaching. Change agents are key figures in the implementation
of the plans within the company. But they must understand the
appropriate instruments and methods, and use them in a practical
setting to ensure the necessary professionalism in the implementa-
tion of the program.
Change agenda Coaching
Listening to and responding to feedback from affected parties plays
a key role in the success of change processes. Therefore, it is important
to establish channels that enable communication between the parties
involved. The“recipients”of this feedback must be prepared for it
and deal with it constructively (particularly criticism). For this reason,
the following activities are important:
	 Defining, coordinating and establishing feedback channels
	 Defining clear responsibility for feedback channels
	 Preparing/coaching those responsible
	 Regular“pulse measurement”of the state of change based
on feedback
In many cases, the change cannot be implemented as planned.
Interventions may become necessary if a counter-productive dynamic
develops, for instance, when different positions of various groups
paralyze the process or if there is disagreement over the right way
to proceed with the project. These types of situations demand selective
intervention which must follow an approach coordinated between
change management and project management.
Intervention 
adjustments
CHANGE COACHING
Methods and measures of coaching go beyond a concrete project plan and aim at
the development of general change competencies within an organization.
To measure progress
and success, clear metrics
must already be established
during the project.
Feedback
 dialog
External document © 2016 Infosys Limited 6
Transformation often requires adjustments or a complete reordering
of a company’s structure. Here, change management encompasses
various tasks, particularly the appropriate communication (description,
rationale, motivation) of the new structures to the affected areas of
the existing organization. This cross-departmental issue is addressed
jointly by the affected areas and the Human Resources department,
also taking into account any existing participation bodies.
Transformation affects various areas of a company. For example,
the work processes employees have learned can evolve, as can functional
processes, IT systems or the organizational structure of the company.
The affected parties need the right training to ensure a smooth transition
to the new working environment. Therefore, typical elements in this
area are:
	 Requirements analysis for training and instruction
	 Definition of training content/curricula
	Planning and implementation of
the instructional/training program
	 Success monitoring
Along with the opportunity to communicate through feedback
channels, initiatives like this also require communicating standard-
ized information to affected parties. Here, the spectrum ranges from
general information about the program to specific information about
training plans. The activities in this area therefore include:
	 Definition of communication plans
	 Coordination between the project parties
	 Implementation of communication plans
	Ad-hoc communications measures
This form of communication is generally distributed one way through
defined channels (for example, in newsletters, briefings, town halls).
It offers relatively little room for individual dialog.
CHANGE MANAGEMENT
Here, structured methods and measures for implementation of changes are addressed. The focus
here is on concrete, predictable and measurable activities that make it easier for employees in
the company to find their way in an evolving working environment.
Not all change-related activities can be carried out by the change
management team alone. Complex, cross-departmental activities
require the expertise and sometimes also the the assertiveness
of various participants. Here, the change management team
coordinates relevant participants to identify, plan and implement the
activities required for the change. The foundation for these
activities includes questions such as:
	What impact does the project have on the affected areas?
Will work processes, requirements, qualifications, structures, IT
systems be changing?
	What measures have to be taken in each area to ensure clean
implementation with as little friction as possible?
	 Will the workload of affected employees evolve?
	What will the new or adjusted organizational structure look like?
	 Exactly which employees are affected, and how?
	What qualification measures are required for which employees?
Training 
instruction
Organizational
structure
Communication
Integration
Traditional change
management disciplines
must be combined with
participatory methods to
ensure sustainable progress.
External document © 2016 Infosys Limited 7
Infosys
Consulting’s
model for
change coaching
projects
The key to successful and sustainable change
within organizations is the right combination
of activities, methods and tools in change
coaching and change management, and
specifying the extent to which the chosen
measures are to be applied. In this respect,
Infosys Consulting relies on a dedicated
analysis phase at the beginning of the project
to ensure the right scope and the right
measures on the basis of client requirements.
Here, a profound knowledge of the customer’s
situation, a clear understanding of the way
tasks are assigned as well as experience with
the aforementioned methods and tools are
key. The analysis phase requires close coop-
eration between the client and experienced
management consultants. This is the only
way to identify, plan and implement programs
that meet the challenge of sustainable evolution
in the client organization.
What does sustainable change mean for
the company?
	Stabilization of concrete changes from
a project within the company
Changes must be fully implemented if they
are to deliver the expected benefits. In order
to measure progress and success, clear metrics
must be established during the project itself.
But in the course of the project, they also ensure
that the desired goals are attained.
	Change in awareness and
company culture
An awareness of the need for change must
be inscribed in the DNA of the company culture.
With current economic and social shift, this
is a key success factor for companies. A flexible
organization that is open to evolve is better
able to deal with dynamic requirements.
Infosys Consulting offers a global Enterprise
Change Community, which brings together
change coaching staff who support worldwide
clients in their change transformation
programs. Infosys Consulting examines each
project within its unique context. Even if
the contents of transformation projects
appear similar at first glance (more efficient
processes, modernization of IT, organizational
change, etc.), the starting point is different
for each client.
For this reason, Infosys Consulting works with
its clients to create and implement sustainable
change programs that reflect the individual
starting positions and objectives of its clients
while at the same time preparing them for
further evolution in the future. With its high
quality standards, Infosys Consulting supports
clients in the industrial, services and public
sectors in implementing both business-driven
and IT-driven change.
CONCLUSION
“Traditional” change management approaches no longer
fulfill the requirements of companies in rapidly shifting
markets. The brevity of change cycles means that a gener-
ation of employees can pass through multiple cycles.
The development of competencies in this domain is therefore
essential for companies to ensure their competitiveness
does not suffer, which is why they must rely on external
expertise and strengthen internal competencies in each
project. To do so, they need external partners with
experience in many different change management
projects who at the same time have excellent command
of the entire set of change coaching instruments – partners
who can execute a concrete project on time, on budget,
while also strengthening the transformation competencies
within the company.
A coach needs
to directly address
the change and its
implementation
by the affected
parties.
ABOUT INFOSYS CONSULTING
Infosys Consulting is a global advisor to leading companies
for strategy, process engineering and technology-enabled
transformation programs. We partner with clients to design
and implement customized solutions to address their complex
business challenges, and to help them in a post-modern
ERP world. By combining innovative and human centric
approaches with the latest technological advances, we enable
organizations to reimagine their future and create sustainable
and lasting business value.
Infosys Consulting is the worldwide management and IT
consultancy unit of the Infosys Group (NYSE: INFY), a global
leader in consulting and technology services, with nearly
200,000 employees working around the globe.
To find out how we go beyond the expected to deliver
the exceptional, visit us at www.infosys.com/consulting.
Author
Jan-Peter Höltgen has worked in the areas of
change management and coaching for top
consultancies for over 15 years. In his work he
creates added value for clients by combining
traditional change management disciplines
(such as change leadership, communication,
training) with coaching approaches. In his project
activities he develops and implements change
programs for clients in various industries.
He has been working for Infosys since 2012
and, from 2014 has been head of the Infosys
Consulting Change Management Community
in Germany.
Andreas L. Gross-Zerilli, holds a degree in
computer science, is a coach and certified mind
trainer, and has been involved in organizational
development, innovation management,
change management, design thinking and
coaching of individuals (managers) and
management groups for over 20 years. In global
organization development projects, he has
gained experience and knowledge in globally
active companies, working with renowned
leadership coaches such as John Mattone.
In 2013 he joined Infosys Consulting, where he
is responsible for the Swiss change manage-
ment practice.
August 2016 Stay Connected
Sources
1. For more information, see Morgan, N. (September 10, 2001). Do You Have Change Fatigue? Accessed October 22, 2015 from Working Knowledge –
The Thinking That Leads: http://hbswk.hbs.edu/item/do-you-have-change-fatigue
2. For more information, see Kotter, J. P. (2014). Accelerate – Building Strategic Agility in a Faster Moving World. Boston: Harvard Business Review Press.
3. Jørgensen, H. H., Owen, L.  Neus, A. (2008). Making Change Work. From IBM: http://www-07.ibm.com/au/pdf/making_change_work.pdf
© 2016 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change
without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, products, names and such other intellectual property rights mentioned in this document.
Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
printing, photocopying, recording or otherwise, without the prior permission of Infosys and/ or any named intellectual property rights holders under this document.
For more information, contact consulting@infosys.com CONSULTING

More Related Content

What's hot

Change management
Change managementChange management
Change management
ahmed hassan
 
Chapter 7 9
Chapter 7 9Chapter 7 9
Developing Leaders in a VUCA Environment
Developing Leaders in a VUCA EnvironmentDeveloping Leaders in a VUCA Environment
Developing Leaders in a VUCA Environment
Kip Michael Kelly
 
Vers un management autonome
Vers un management autonomeVers un management autonome
Vers un management autonome
Raphael Beziz
 
6 Talent Strategy Levers for a VUCA World
6 Talent Strategy Levers for a VUCA World6 Talent Strategy Levers for a VUCA World
6 Talent Strategy Levers for a VUCA World
DDI | Development Dimensions International
 
Importance of creativity in a job
Importance of creativity in a jobImportance of creativity in a job
Importance of creativity in a job
Shashank Shekhar
 
BULLOCK AND BATTEN PHASES OF PLANNED CHANGE
BULLOCK AND BATTEN PHASES OF PLANNED CHANGEBULLOCK AND BATTEN PHASES OF PLANNED CHANGE
BULLOCK AND BATTEN PHASES OF PLANNED CHANGE
NYASHA MANDE
 
Change Management Learning Module
Change Management Learning ModuleChange Management Learning Module
Change Management Learning Module
EnterpriseCulturalHeritage
 
Change Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation SlidesChange Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation Slides
SlideTeam
 
VUCA ENVIRONMENT
VUCA ENVIRONMENT VUCA ENVIRONMENT
VUCA ENVIRONMENT
NEERAJ JAIN
 
Uncertainty Management
Uncertainty ManagementUncertainty Management
Uncertainty Management
Pallav Chatterjee
 
Adkar and kurt lewin models compared
Adkar and kurt lewin models comparedAdkar and kurt lewin models compared
After the Pandemic: Leadership in a Hybrid Workplace
After the Pandemic: Leadership in a Hybrid WorkplaceAfter the Pandemic: Leadership in a Hybrid Workplace
After the Pandemic: Leadership in a Hybrid Workplace
Cynthia Clay
 
Outils collaboratifs & conduite du changement
Outils collaboratifs & conduite du changementOutils collaboratifs & conduite du changement
Outils collaboratifs & conduite du changement
Lise Bourges
 
Organizational Change Management and Communications
Organizational Change Management and CommunicationsOrganizational Change Management and Communications
Organizational Change Management and Communications
Enamul Haque
 
Change management
Change managementChange management
Change management
Asmita Deshpande
 
Change management strategy ppt
Change management strategy pptChange management strategy ppt
Change management strategy ppt
sonips
 
The Asana Culture Code
The Asana Culture CodeThe Asana Culture Code
The Asana Culture Code
Asana
 
Change Management
Change ManagementChange Management
Change Management
Debanjan Bose
 
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
Agile En Seine
 

What's hot (20)

Change management
Change managementChange management
Change management
 
Chapter 7 9
Chapter 7 9Chapter 7 9
Chapter 7 9
 
Developing Leaders in a VUCA Environment
Developing Leaders in a VUCA EnvironmentDeveloping Leaders in a VUCA Environment
Developing Leaders in a VUCA Environment
 
Vers un management autonome
Vers un management autonomeVers un management autonome
Vers un management autonome
 
6 Talent Strategy Levers for a VUCA World
6 Talent Strategy Levers for a VUCA World6 Talent Strategy Levers for a VUCA World
6 Talent Strategy Levers for a VUCA World
 
Importance of creativity in a job
Importance of creativity in a jobImportance of creativity in a job
Importance of creativity in a job
 
BULLOCK AND BATTEN PHASES OF PLANNED CHANGE
BULLOCK AND BATTEN PHASES OF PLANNED CHANGEBULLOCK AND BATTEN PHASES OF PLANNED CHANGE
BULLOCK AND BATTEN PHASES OF PLANNED CHANGE
 
Change Management Learning Module
Change Management Learning ModuleChange Management Learning Module
Change Management Learning Module
 
Change Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation SlidesChange Management Implementation Checklist Powerpoint Presentation Slides
Change Management Implementation Checklist Powerpoint Presentation Slides
 
VUCA ENVIRONMENT
VUCA ENVIRONMENT VUCA ENVIRONMENT
VUCA ENVIRONMENT
 
Uncertainty Management
Uncertainty ManagementUncertainty Management
Uncertainty Management
 
Adkar and kurt lewin models compared
Adkar and kurt lewin models comparedAdkar and kurt lewin models compared
Adkar and kurt lewin models compared
 
After the Pandemic: Leadership in a Hybrid Workplace
After the Pandemic: Leadership in a Hybrid WorkplaceAfter the Pandemic: Leadership in a Hybrid Workplace
After the Pandemic: Leadership in a Hybrid Workplace
 
Outils collaboratifs & conduite du changement
Outils collaboratifs & conduite du changementOutils collaboratifs & conduite du changement
Outils collaboratifs & conduite du changement
 
Organizational Change Management and Communications
Organizational Change Management and CommunicationsOrganizational Change Management and Communications
Organizational Change Management and Communications
 
Change management
Change managementChange management
Change management
 
Change management strategy ppt
Change management strategy pptChange management strategy ppt
Change management strategy ppt
 
The Asana Culture Code
The Asana Culture CodeThe Asana Culture Code
The Asana Culture Code
 
Change Management
Change ManagementChange Management
Change Management
 
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
Comment le LACE de SAFe permet la transformation Agile à l'échelle du groupe ...
 

Viewers also liked

Change management white paper
Change management white paperChange management white paper
Change management white paper
Infosys Consulting
 
Leadership And Accountability
Leadership And AccountabilityLeadership And Accountability
Leadership And Accountability
Karyne Ang
 
The age of artificial intelligence
The age of artificial intelligenceThe age of artificial intelligence
The age of artificial intelligence
Infosys Consulting
 
Digital transformation whitepaper
Digital transformation whitepaperDigital transformation whitepaper
Digital transformation whitepaper
Infosys Consulting
 
Change management in mergers and acquisitions
Change management in mergers and acquisitionsChange management in mergers and acquisitions
Change management in mergers and acquisitions
Marilise Smit
 
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, ProfessorQuestions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
Al - Qurmoshi Institute of Business Management, Hyderabad
 
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...
The Accountable Leader:  Developing the Right Mindset & Practices That Ignite...The Accountable Leader:  Developing the Right Mindset & Practices That Ignite...
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...
Denise Corcoran
 
Making Sense of Change Management Flyer
Making Sense of Change Management FlyerMaking Sense of Change Management Flyer
Making Sense of Change Management Flyer
Mike Green
 
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINARPUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
jundumaug1
 
Reaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John LadoReaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John Lado
Mark John Lado, MIT
 
Managing change, change process, change types and challenges in change manage...
Managing change, change process, change types and challenges in change manage...Managing change, change process, change types and challenges in change manage...
Managing change, change process, change types and challenges in change manage...
Al - Qurmoshi Institute of Business Management, Hyderabad
 

Viewers also liked (11)

Change management white paper
Change management white paperChange management white paper
Change management white paper
 
Leadership And Accountability
Leadership And AccountabilityLeadership And Accountability
Leadership And Accountability
 
The age of artificial intelligence
The age of artificial intelligenceThe age of artificial intelligence
The age of artificial intelligence
 
Digital transformation whitepaper
Digital transformation whitepaperDigital transformation whitepaper
Digital transformation whitepaper
 
Change management in mergers and acquisitions
Change management in mergers and acquisitionsChange management in mergers and acquisitions
Change management in mergers and acquisitions
 
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, ProfessorQuestions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
Questions & Answers MOB (Unit IV & Unit-V) by Dr. G C Mohanta, Professor
 
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...
The Accountable Leader:  Developing the Right Mindset & Practices That Ignite...The Accountable Leader:  Developing the Right Mindset & Practices That Ignite...
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...
 
Making Sense of Change Management Flyer
Making Sense of Change Management FlyerMaking Sense of Change Management Flyer
Making Sense of Change Management Flyer
 
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINARPUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
PUBLIC POLICY FORMULATION AND IMPLEMENTATION: REACTION TO SEMINAR
 
Reaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John LadoReaction Paper for Leadership Seminar - Mark John Lado
Reaction Paper for Leadership Seminar - Mark John Lado
 
Managing change, change process, change types and challenges in change manage...
Managing change, change process, change types and challenges in change manage...Managing change, change process, change types and challenges in change manage...
Managing change, change process, change types and challenges in change manage...
 

Similar to Change management white paper

Make Change That Lasts
Make Change That LastsMake Change That Lasts
Make Change That Lasts
Flevy.com Best Practices
 
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
Qandle
 
Rt sundari ashutosh_pandey
Rt sundari ashutosh_pandeyRt sundari ashutosh_pandey
Rt sundari ashutosh_pandey
PMI2011
 
Rtsundari ashutoshpandey-131008015758-phpapp02
Rtsundari ashutoshpandey-131008015758-phpapp02Rtsundari ashutoshpandey-131008015758-phpapp02
Rtsundari ashutoshpandey-131008015758-phpapp02
PMI_IREP_TP
 
138137.pdf
138137.pdf138137.pdf
138137.pdf
AMANUELMELAKU5
 
Afro Ant Conversation - Change Management ROI - 3 April 2014
Afro Ant Conversation - Change Management ROI - 3 April 2014Afro Ant Conversation - Change Management ROI - 3 April 2014
Afro Ant Conversation - Change Management ROI - 3 April 2014
Afro Ant
 
Change Management
Change ManagementChange Management
Chaucer Quarterly Review Issue 4 EN
Chaucer Quarterly Review Issue 4 ENChaucer Quarterly Review Issue 4 EN
Chaucer Quarterly Review Issue 4 EN
Chaucer Consulting LLC
 
Change management
Change managementChange management
Change management
whayne ferriol
 
Strategic Public Sector Governance The Critical Role of Comm.pdf
Strategic Public Sector Governance The Critical Role of Comm.pdfStrategic Public Sector Governance The Critical Role of Comm.pdf
Strategic Public Sector Governance The Critical Role of Comm.pdf
abhijitakolkar1
 
Organizational Change Management
Organizational Change ManagementOrganizational Change Management
Organizational Change Management
sharean
 
Organizational Intervention PPT.pptx
Organizational Intervention PPT.pptxOrganizational Intervention PPT.pptx
Organizational Intervention PPT.pptx
AlbertoNichols
 
Organizational Intervention PPT.pptx
Organizational Intervention PPT.pptxOrganizational Intervention PPT.pptx
Organizational Intervention PPT.pptx
AlbertoNichols
 
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
eugeniadean34240
 
Change management.docx
Change management.docxChange management.docx
Change management.docx
ElancerRajWritingSol
 
Leading Change
Leading ChangeLeading Change
Leading Change
Kelly Services
 
The Paradigm Of Organisational Change (1).pdf
The Paradigm Of Organisational Change (1).pdfThe Paradigm Of Organisational Change (1).pdf
The Paradigm Of Organisational Change (1).pdf
amirwazir707
 
Change Management: Enforcing the Transitional Integration towards Projects’ S...
Change Management: Enforcing the Transitional Integration towards Projects’ S...Change Management: Enforcing the Transitional Integration towards Projects’ S...
Change Management: Enforcing the Transitional Integration towards Projects’ S...
Dr Harris Apostolopoulos EMBA, PfMP, PgMP, PMP, IPMO-E
 
Artk Consulting Change Management Program Model
Artk Consulting Change Management Program ModelArtk Consulting Change Management Program Model
Artk Consulting Change Management Program Model
Art Krulish
 
How the Best Set Up Their Program Journey
How the Best Set Up Their Program JourneyHow the Best Set Up Their Program Journey
How the Best Set Up Their Program Journey
ssuser84a6fd
 

Similar to Change management white paper (20)

Make Change That Lasts
Make Change That LastsMake Change That Lasts
Make Change That Lasts
 
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...
 
Rt sundari ashutosh_pandey
Rt sundari ashutosh_pandeyRt sundari ashutosh_pandey
Rt sundari ashutosh_pandey
 
Rtsundari ashutoshpandey-131008015758-phpapp02
Rtsundari ashutoshpandey-131008015758-phpapp02Rtsundari ashutoshpandey-131008015758-phpapp02
Rtsundari ashutoshpandey-131008015758-phpapp02
 
138137.pdf
138137.pdf138137.pdf
138137.pdf
 
Afro Ant Conversation - Change Management ROI - 3 April 2014
Afro Ant Conversation - Change Management ROI - 3 April 2014Afro Ant Conversation - Change Management ROI - 3 April 2014
Afro Ant Conversation - Change Management ROI - 3 April 2014
 
Change Management
Change ManagementChange Management
Change Management
 
Chaucer Quarterly Review Issue 4 EN
Chaucer Quarterly Review Issue 4 ENChaucer Quarterly Review Issue 4 EN
Chaucer Quarterly Review Issue 4 EN
 
Change management
Change managementChange management
Change management
 
Strategic Public Sector Governance The Critical Role of Comm.pdf
Strategic Public Sector Governance The Critical Role of Comm.pdfStrategic Public Sector Governance The Critical Role of Comm.pdf
Strategic Public Sector Governance The Critical Role of Comm.pdf
 
Organizational Change Management
Organizational Change ManagementOrganizational Change Management
Organizational Change Management
 
Organizational Intervention PPT.pptx
Organizational Intervention PPT.pptxOrganizational Intervention PPT.pptx
Organizational Intervention PPT.pptx
 
Organizational Intervention PPT.pptx
Organizational Intervention PPT.pptxOrganizational Intervention PPT.pptx
Organizational Intervention PPT.pptx
 
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
 
Change management.docx
Change management.docxChange management.docx
Change management.docx
 
Leading Change
Leading ChangeLeading Change
Leading Change
 
The Paradigm Of Organisational Change (1).pdf
The Paradigm Of Organisational Change (1).pdfThe Paradigm Of Organisational Change (1).pdf
The Paradigm Of Organisational Change (1).pdf
 
Change Management: Enforcing the Transitional Integration towards Projects’ S...
Change Management: Enforcing the Transitional Integration towards Projects’ S...Change Management: Enforcing the Transitional Integration towards Projects’ S...
Change Management: Enforcing the Transitional Integration towards Projects’ S...
 
Artk Consulting Change Management Program Model
Artk Consulting Change Management Program ModelArtk Consulting Change Management Program Model
Artk Consulting Change Management Program Model
 
How the Best Set Up Their Program Journey
How the Best Set Up Their Program JourneyHow the Best Set Up Their Program Journey
How the Best Set Up Their Program Journey
 

More from Infosys Consulting

Industry 4.0 - Internet of Manufacturing
Industry 4.0 - Internet of ManufacturingIndustry 4.0 - Internet of Manufacturing
Industry 4.0 - Internet of Manufacturing
Infosys Consulting
 
Summary of the 2018 22nd Annual 3PL Study
Summary of the 2018 22nd Annual 3PL StudySummary of the 2018 22nd Annual 3PL Study
Summary of the 2018 22nd Annual 3PL Study
Infosys Consulting
 
Supply chain sustainability
Supply chain sustainabilitySupply chain sustainability
Supply chain sustainability
Infosys Consulting
 
Business planning in digital age
Business planning in digital ageBusiness planning in digital age
Business planning in digital age
Infosys Consulting
 
Design thinking: An approach to innovation that scales.
Design thinking:  An approach to innovation that scales. Design thinking:  An approach to innovation that scales.
Design thinking: An approach to innovation that scales.
Infosys Consulting
 
Smart data transformation study
Smart data transformation studySmart data transformation study
Smart data transformation study
Infosys Consulting
 
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
Infosys Consulting
 
Blockchain white paper
Blockchain white paperBlockchain white paper
Blockchain white paper
Infosys Consulting
 

More from Infosys Consulting (8)

Industry 4.0 - Internet of Manufacturing
Industry 4.0 - Internet of ManufacturingIndustry 4.0 - Internet of Manufacturing
Industry 4.0 - Internet of Manufacturing
 
Summary of the 2018 22nd Annual 3PL Study
Summary of the 2018 22nd Annual 3PL StudySummary of the 2018 22nd Annual 3PL Study
Summary of the 2018 22nd Annual 3PL Study
 
Supply chain sustainability
Supply chain sustainabilitySupply chain sustainability
Supply chain sustainability
 
Business planning in digital age
Business planning in digital ageBusiness planning in digital age
Business planning in digital age
 
Design thinking: An approach to innovation that scales.
Design thinking:  An approach to innovation that scales. Design thinking:  An approach to innovation that scales.
Design thinking: An approach to innovation that scales.
 
Smart data transformation study
Smart data transformation studySmart data transformation study
Smart data transformation study
 
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
Besserer Service - weniger Kosten. Kundenfokussierung als Schlüssel zu effizi...
 
Blockchain white paper
Blockchain white paperBlockchain white paper
Blockchain white paper
 

Recently uploaded

NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
NewBase 20 June 2024  Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfNewBase 20 June 2024  Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
Khaled Al Awadi
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
hello960827
 
japanese language course in delhi near me
japanese language course in delhi near mejapanese language course in delhi near me
japanese language course in delhi near me
heyfairies7
 
TriStar Gold Corporate Presentation - June 2024
TriStar Gold Corporate Presentation - June 2024TriStar Gold Corporate Presentation - June 2024
TriStar Gold Corporate Presentation - June 2024
Adnet Communications
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
The Enigmatic Gemini: Unveiling the Dual Personalities
The Enigmatic Gemini: Unveiling the Dual PersonalitiesThe Enigmatic Gemini: Unveiling the Dual Personalities
The Enigmatic Gemini: Unveiling the Dual Personalities
my Pandit
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
advik4387
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Truck Loading Conveyor Manufacturers Chennai
Truck Loading Conveyor Manufacturers ChennaiTruck Loading Conveyor Manufacturers Chennai
Truck Loading Conveyor Manufacturers Chennai
ConveyorSystem
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
Operational Excellence Consulting
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
➑➌➋➑➒➎➑➑➊➍
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
PennapaKeavsiri
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
Helen Meek
 
Easy Earnings Through Refer and Earn Apps Without KYC.pptx
Easy Earnings Through Refer and Earn Apps Without KYC.pptxEasy Earnings Through Refer and Earn Apps Without KYC.pptx
Easy Earnings Through Refer and Earn Apps Without KYC.pptx
Fx Lotus
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fixKalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
satta Matta matka 143 Kalyan chart jodi 6366249026
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 

Recently uploaded (20)

NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
NewBase 20 June 2024  Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfNewBase 20 June 2024  Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdf
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
 
japanese language course in delhi near me
japanese language course in delhi near mejapanese language course in delhi near me
japanese language course in delhi near me
 
TriStar Gold Corporate Presentation - June 2024
TriStar Gold Corporate Presentation - June 2024TriStar Gold Corporate Presentation - June 2024
TriStar Gold Corporate Presentation - June 2024
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
The Enigmatic Gemini: Unveiling the Dual Personalities
The Enigmatic Gemini: Unveiling the Dual PersonalitiesThe Enigmatic Gemini: Unveiling the Dual Personalities
The Enigmatic Gemini: Unveiling the Dual Personalities
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Truck Loading Conveyor Manufacturers Chennai
Truck Loading Conveyor Manufacturers ChennaiTruck Loading Conveyor Manufacturers Chennai
Truck Loading Conveyor Manufacturers Chennai
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
 
Easy Earnings Through Refer and Earn Apps Without KYC.pptx
Easy Earnings Through Refer and Earn Apps Without KYC.pptxEasy Earnings Through Refer and Earn Apps Without KYC.pptx
Easy Earnings Through Refer and Earn Apps Without KYC.pptx
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fixKalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 

Change management white paper

  • 1. Strategies for Successful Change Management Change coaching as a key for creating the organizational mind-set to drive long-term value. CONSULTING
  • 2. External document © 2016 Infosys Limited 2 Introduction SUMMARY Traditional change management no longer withstands the test of time. Companies are proving increasingly resistant to process classic change models and tools. Projects fail because of rigid organizational structures and employees rejecting classic change management measures or exhibiting passive resistance. At the same time, the pressure to evolve is growing rapidly. Companies and employees have to adapt increasingly fast to new market conditions in order to survive and grow successfully. Companies therefore need an expanded management approach so that they can adapt quickly and flexibly while retaining, or even increasing, the motivation and creativity of their employees. This white paper describes the change coaching approach to bring sustainable progress to organizations. RAPIDLY INCREASING PRESSURE TO CHANGE BARRIERS TO CHANGE IN COMPANIES CHANGE COACHING FIGURE 1: CHANGE COACHING HELPS COMPANIES OVERCOME INTERNAL BARRIERS TO CHANGE AND TO EFFECTIVE- LY DEAL WITH INCREASING PRESSURE TO CHANGE. SOURCE: INFOSYS CONSULTING Permanent change is the new status quo. New technologies and business models, along with new players in established markets, can force out even the strongest market leaders from their traditional positions within a short timeframe. The major trends of our time – globalization, digitalization and demographic shifts – contribute to the constant transformation of markets and are accelerating change in many areas. This gives rise to challenges for established companies and opportunities for newcomers who can operate with a high degree of agility, without having the long- standing ties that their competitors have. Thus, for most market participants, this creates some fundamental questions: How can I survive – and even thrive – in this dynamic environment? How can I best deploy my resources to achieve this? Creating innovative products and services, restructuring, mergers and acquisitions, as well as the modernization of legacy infrastructures are classic responses to this pressure to evolve. They lead to complex transformation projects which often need to succeed under time pressure. Formalized restructuring, commu- nications and training programs common to traditional change programs are no longer enough. Critical success factors these days tend to be increased motivation and solid acceptance of change(s) among the affected parties, as well as the organization’s ability to implement the change quickly. This demands intensively confronting the potential moti- vations for and against changes among managers, opinion leaders and all affected groups. Traditional change management dis- ciplines must be combined with participatory methods to ensure sustainable change. We call this broadened approach“change coaching”.
  • 3. External document © 2016 Infosys Limited 3 Why is change so difficult? Management and employees must confront changes to a greater extent. In most organi- zations, there are traditional, “homemade” problems standing in the way such as the lack of willingness to integrate (“department silos”), outdated processes and procedures, lack of acceptance for change and, to an even greater degree, insufficient willingness to assume a leadership role in the process. This means that change programs soon face resistance on every level of the hierarchy. Typical reactions when plans are announced are to dispute the necessity of the change or relevance of the concrete project proposals as well as to cast doubt on the feasibility of implementation. Change management measures that simply serve to fulfill project milestones without taking into account the willingness to evolve within the organization often make the situation worse. Common problems with this type of change management include: The overarching vision is not clearly formulated, so employees do not understand the motivation for change. A communicated vision is perceived as inconsistent or implausible. The affected (groups of) people cannot recognize why they are affected and what the transformation means for them (“What’s in it for me?”). Change management tools and processes are implemented for their own sake and not adapted flexibly to conditions within the company and the project The fear of loss of any kind (prestige, position, prospects) outweighs expectations of the achievable benefits for the company and for its development. Management doesn’t succeed in motivating employees or to function as role models for a demonstrable willingness to evolve. Change is part of a very specific project and is planned and budgeted for as part of fixed measurement criteria. In the worst-case scenario, these issues lead to the phenomenon of “change fatigue”1 , whereby the mere announcement of a new change project prompts reflexive rejection among those affected. Characteristics of a successful change project Successful transformation programs make “sense”of changes for those affected by offering them answers to these basic questions: Why? Why now? Why me? This can mean, for instance: Affected parties and people recognize and accept the opportunities that the change offers. The results of the trans- formation are recognized as “normative” and crucial, and are integrated into the execution of day-to-day processes. The willingness to help shape the future structure increases – both on management level and among employees. The change process is explained in plausible terms and is implemented consistently (end-to-end); changes in the methodology are avoided. The transformation is supported by coordinated information and training programs (multi-channel). It is not so much about administrating the processes as assuming a leadership role in it within the company, and establishing a broad coalition for its implementation within the organization. This means the change manager becomes a“change coach”. Change coaching deals with motivational factors for and against change among all affected groups. It combines tradi- tional change management disciplines with participatory methods to achieve sustain- able change.2 A manager must not only be able to master the basic methodology for creating and implementing development programs, communications as well as training plans for the affected groups, but must also function as a coach who encourages affected parties to actively engage with the change and its implementation.The right mix of activities, methods and tools in change coaching and change management are crucial to successful, sustainable change. TYPICAL (NEGATIVE) REACTIONS TO THE ANNOUNCEMENT OF PLANNED CHANGES “It’s an important issue, but I don’t believe that we can implement it at our company.” “Not another new project!” “Why does that need to change? It works fine as it is.” “The project doesn’t address our needs at all.” “We have bigger things to worry about than this project.”
  • 4. Key factors for successful transformation projects3 : 1. Clear assignment of tasks The scope and substance of the planned pro- gram are clearly defined and comprehensible to both project managers and participants. The assignment of tasks is clearly described and defined for all participants. Dependencies are identified and documented. 2. Proven methods and realistic estimations All participants know and accept the methods and processes used in the project. They under- stand why these are used and how they might realistically contribute to success. 3. Experienced resources Employees and companies possess expertise and experience in their fields of work – but sel- dom make changes in these fields. Therefore, it is important that experienced resources – both internal and external – be incorporated into such projects. They offer experience on two levels – experience in change processes and method competencies as well as in-depth knowledge of the organization. Both are necessary in order to drive change forward on different hierarchy levels. 4. Appropriate budgeting The budget realistically reflects the scope and complexity of the project and the resources required. These general conditions bring about a pro- gram that combines elements of traditional (deliverables-oriented) change management and elements of change coaching to drive forward successful, lasting implementation of changes. The advantage of such a combined approach is the effect it has beyond the project timeframe. Employees on various levels of the hierarchy can also apply the methods used in future change programs. This builds the foundation for an improved and potentially faster capability of the organization to transform. Here, Infosys Consulting relies on an integrated change management concept that considers the client’s individual situation and the transfor- mation plan at hand. Like the gears of a clock, elements of change coaching and change management mesh together to bring about sustainable progress. At the detail level, the individual elements address the following topics: External document © 2016 Infosys Limited 4 CHANGE AGENDA COACHING SUSTAINABLE CHANGE CHANGE COACHING FIGURE 2: AN INTEGRATED CHANGE MANAGEMENT PROGRAM IS THE BASIS FOR SUCCESSFUL, SUSTAINABLE CHANGE PROJECTS. SOURCE: INFOSYS CONSULTING CHANGE MANAGEMENT ORGANIZATIONAL STRUCTURE COMMUNICATIONTRAINING INSTRUCTION FEEDBACK DIALOG INTERVENTION ADJUSTMENTS CHANGE INTEGRATION
  • 5. External document © 2016 Infosys Limited 5 Here, the goal of the change is specified from various perspectives, consequences are analyzed and a corresponding program drafted. Typical work elements include: Taking stock of the present situation and projecting the target outcome against the individual backdrop of the organization Coming to an understanding of the motivation for change and determining possible consequences Identifying, coordinating and choosing potential courses of action Defining and planning the program This is where the organization develops its change competency. Individuals and/or groups are identified so that they can be trained to become“change agents”in the context of individual or group coaching. Change agents are key figures in the implementation of the plans within the company. But they must understand the appropriate instruments and methods, and use them in a practical setting to ensure the necessary professionalism in the implementa- tion of the program. Change agenda Coaching Listening to and responding to feedback from affected parties plays a key role in the success of change processes. Therefore, it is important to establish channels that enable communication between the parties involved. The“recipients”of this feedback must be prepared for it and deal with it constructively (particularly criticism). For this reason, the following activities are important: Defining, coordinating and establishing feedback channels Defining clear responsibility for feedback channels Preparing/coaching those responsible Regular“pulse measurement”of the state of change based on feedback In many cases, the change cannot be implemented as planned. Interventions may become necessary if a counter-productive dynamic develops, for instance, when different positions of various groups paralyze the process or if there is disagreement over the right way to proceed with the project. These types of situations demand selective intervention which must follow an approach coordinated between change management and project management. Intervention adjustments CHANGE COACHING Methods and measures of coaching go beyond a concrete project plan and aim at the development of general change competencies within an organization. To measure progress and success, clear metrics must already be established during the project. Feedback dialog
  • 6. External document © 2016 Infosys Limited 6 Transformation often requires adjustments or a complete reordering of a company’s structure. Here, change management encompasses various tasks, particularly the appropriate communication (description, rationale, motivation) of the new structures to the affected areas of the existing organization. This cross-departmental issue is addressed jointly by the affected areas and the Human Resources department, also taking into account any existing participation bodies. Transformation affects various areas of a company. For example, the work processes employees have learned can evolve, as can functional processes, IT systems or the organizational structure of the company. The affected parties need the right training to ensure a smooth transition to the new working environment. Therefore, typical elements in this area are: Requirements analysis for training and instruction Definition of training content/curricula Planning and implementation of the instructional/training program Success monitoring Along with the opportunity to communicate through feedback channels, initiatives like this also require communicating standard- ized information to affected parties. Here, the spectrum ranges from general information about the program to specific information about training plans. The activities in this area therefore include: Definition of communication plans Coordination between the project parties Implementation of communication plans Ad-hoc communications measures This form of communication is generally distributed one way through defined channels (for example, in newsletters, briefings, town halls). It offers relatively little room for individual dialog. CHANGE MANAGEMENT Here, structured methods and measures for implementation of changes are addressed. The focus here is on concrete, predictable and measurable activities that make it easier for employees in the company to find their way in an evolving working environment. Not all change-related activities can be carried out by the change management team alone. Complex, cross-departmental activities require the expertise and sometimes also the the assertiveness of various participants. Here, the change management team coordinates relevant participants to identify, plan and implement the activities required for the change. The foundation for these activities includes questions such as: What impact does the project have on the affected areas? Will work processes, requirements, qualifications, structures, IT systems be changing? What measures have to be taken in each area to ensure clean implementation with as little friction as possible? Will the workload of affected employees evolve? What will the new or adjusted organizational structure look like? Exactly which employees are affected, and how? What qualification measures are required for which employees? Training instruction Organizational structure Communication Integration Traditional change management disciplines must be combined with participatory methods to ensure sustainable progress.
  • 7. External document © 2016 Infosys Limited 7 Infosys Consulting’s model for change coaching projects The key to successful and sustainable change within organizations is the right combination of activities, methods and tools in change coaching and change management, and specifying the extent to which the chosen measures are to be applied. In this respect, Infosys Consulting relies on a dedicated analysis phase at the beginning of the project to ensure the right scope and the right measures on the basis of client requirements. Here, a profound knowledge of the customer’s situation, a clear understanding of the way tasks are assigned as well as experience with the aforementioned methods and tools are key. The analysis phase requires close coop- eration between the client and experienced management consultants. This is the only way to identify, plan and implement programs that meet the challenge of sustainable evolution in the client organization. What does sustainable change mean for the company? Stabilization of concrete changes from a project within the company Changes must be fully implemented if they are to deliver the expected benefits. In order to measure progress and success, clear metrics must be established during the project itself. But in the course of the project, they also ensure that the desired goals are attained. Change in awareness and company culture An awareness of the need for change must be inscribed in the DNA of the company culture. With current economic and social shift, this is a key success factor for companies. A flexible organization that is open to evolve is better able to deal with dynamic requirements. Infosys Consulting offers a global Enterprise Change Community, which brings together change coaching staff who support worldwide clients in their change transformation programs. Infosys Consulting examines each project within its unique context. Even if the contents of transformation projects appear similar at first glance (more efficient processes, modernization of IT, organizational change, etc.), the starting point is different for each client. For this reason, Infosys Consulting works with its clients to create and implement sustainable change programs that reflect the individual starting positions and objectives of its clients while at the same time preparing them for further evolution in the future. With its high quality standards, Infosys Consulting supports clients in the industrial, services and public sectors in implementing both business-driven and IT-driven change. CONCLUSION “Traditional” change management approaches no longer fulfill the requirements of companies in rapidly shifting markets. The brevity of change cycles means that a gener- ation of employees can pass through multiple cycles. The development of competencies in this domain is therefore essential for companies to ensure their competitiveness does not suffer, which is why they must rely on external expertise and strengthen internal competencies in each project. To do so, they need external partners with experience in many different change management projects who at the same time have excellent command of the entire set of change coaching instruments – partners who can execute a concrete project on time, on budget, while also strengthening the transformation competencies within the company. A coach needs to directly address the change and its implementation by the affected parties.
  • 8. ABOUT INFOSYS CONSULTING Infosys Consulting is a global advisor to leading companies for strategy, process engineering and technology-enabled transformation programs. We partner with clients to design and implement customized solutions to address their complex business challenges, and to help them in a post-modern ERP world. By combining innovative and human centric approaches with the latest technological advances, we enable organizations to reimagine their future and create sustainable and lasting business value. Infosys Consulting is the worldwide management and IT consultancy unit of the Infosys Group (NYSE: INFY), a global leader in consulting and technology services, with nearly 200,000 employees working around the globe. To find out how we go beyond the expected to deliver the exceptional, visit us at www.infosys.com/consulting. Author Jan-Peter Höltgen has worked in the areas of change management and coaching for top consultancies for over 15 years. In his work he creates added value for clients by combining traditional change management disciplines (such as change leadership, communication, training) with coaching approaches. In his project activities he develops and implements change programs for clients in various industries. He has been working for Infosys since 2012 and, from 2014 has been head of the Infosys Consulting Change Management Community in Germany. Andreas L. Gross-Zerilli, holds a degree in computer science, is a coach and certified mind trainer, and has been involved in organizational development, innovation management, change management, design thinking and coaching of individuals (managers) and management groups for over 20 years. In global organization development projects, he has gained experience and knowledge in globally active companies, working with renowned leadership coaches such as John Mattone. In 2013 he joined Infosys Consulting, where he is responsible for the Swiss change manage- ment practice. August 2016 Stay Connected Sources 1. For more information, see Morgan, N. (September 10, 2001). Do You Have Change Fatigue? Accessed October 22, 2015 from Working Knowledge – The Thinking That Leads: http://hbswk.hbs.edu/item/do-you-have-change-fatigue 2. For more information, see Kotter, J. P. (2014). Accelerate – Building Strategic Agility in a Faster Moving World. Boston: Harvard Business Review Press. 3. Jørgensen, H. H., Owen, L. Neus, A. (2008). Making Change Work. From IBM: http://www-07.ibm.com/au/pdf/making_change_work.pdf © 2016 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, products, names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the prior permission of Infosys and/ or any named intellectual property rights holders under this document. For more information, contact consulting@infosys.com CONSULTING