Ciso platform annual summit 2013 top learnings – organizational change
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Presented by Amit Pradhan, CISO, Cipla, at CISO Platform Annual Summit, 2013. He heads the corporate information security group and IT security division for Cipla, one of the largest pharmaceutical company in India.
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Ciso platform annual summit 2013 top learnings – organizational change
- 1. Top Learnings – Organizational Change AMIT PRADHAN CISO | Cipla Limited
- 2. Remembering the Basic Goal • Multiple names & initiatives : total quality management, reengineering, rightsizing, restructuring, cultural change and turnaround. Basic Goal : “to make fundamental changes in how business is conducted (and not how each department can individually improve) in order to help cope with a new, more challenging market environment” – John Kotter
- 3. 1. Establishing a sense of URGENCY along with importance • Stressing on why NOW is important • Identifying potential crisis, or major opportunities URGENCY
- 4. 2. Get senior key individuals to commit to changes • They will lead the changes • Collaboration within them to work as a team • Extended arms COLLABORATE
- 5. 3. Give all a vision for themselves • What will it achieve • To help direct the change efforts VISION
- 6. 4. Communication of the vision • • • • Communicate new vision, strategies Showing the benefits Not just to core members but also all users 1-2-1 and not 1-many COMMUNICATE
- 7. 5. Empowerment to act on the vision • Encourage individuals to manage obstacles themselves • Additional powers • Changing system and structure to adapt to changes EMPOWER
- 8. 6. Planning for and creating Short-Term wins • Visible short wins • Recognize and Award involved • Keeps everyone going SHORT-WINS
- 9. 7. Using the momentum to produce more changes • Do not slow down • Sticking to the existing change MAXIMISE
- 10. 8. Institutionalizing new approaches • Integration of these in Company culture • Monitoring and assurance BAU
- 11. Summary 1. Establishing a sense of URGENCY along with importance 2. Get senior key individuals to commit to changes 3. Give all a vision for themselves 4. Communication of the vision 5. Empowerment to act on the vision 6. Planning for and creating Short-Term wins 7. Using the momentum to produce more changes 8. Institutionalizing new approaches
- 12. Change is a threat when done TO us, but an opportunity when done BY us. Threats are resisted, opportunities are embraced. Thank You ! AMIT PRADHAN CISO | Cipla Limited
Editor's Notes
- All of us in some form or other go through some organizational change. There are multiple names to it. Some call it total quality management, some reenginnering, some restructuring while some rightsizing, we also hear cultural change or organizational turn-arounds. All these are organizational changes. I have been through some and have learnt some lessens the very hard way. The most important lessen that I have learnt is to “NOT forget the BASIC GOAL of a particular change”.What I mean by that is when we plan and implement a change, we do it with some business purpose in our mind. But I have seen individual get so engrossed in the change management process that they lose sight of the business requirement and focus on how an individual (probably his own) department / function implements the change to its perfection. You would see this when there is a change management process being executed and in middle of it you discover some obstacles that were not anticipated. It is during these times that one needs to remember the basic goal of the change rather than taking the change management process as the final mandate without any scope of flexibility.I have in the following slides 8 key things I have learnt from my experience in organizational change and have aligned my thoughts to a book by John Kotter.
- The most important activity in any organizational change is “ Establishing a sense of URGENCY”.Why NOW ? Absence of this urgency will definitely not get adequate audience buy-in, seriousness, commitment or acknowledgement. What usually happens is that we say why this change is necessary, what are the benefits, who gets impacted and a very little bit on why NOW. This relaxes all because everybody believes there is still time for them to act.If why NOW is stressed with adequate justification, facts, figures, causes, etc. it will not only bring the audience attention to the project but will alert them…why the success is important.
- Can we drive an organizational change alone ? YES…if we are the CEO. For a successful change, it is very important that one gets senior key individuals to participate in the change and commit themselves to it. Without a core team, the change management project is very likely to fail in the beginning for just after it starts. The individuals need to collaborate as a team and act as virtual extended arms of the change owner. They will lead the change for you and help you articulate the message downstream. A larger audience will also now be listening to these individuals as they come collectively and not individually.
- What is in it for these key senior guys you have got in the team ? You need to show them what benefit will this change have on their way of working. OR how their help in driving the change will impact the overall organizational change. Just telling these guys about a change you want how you want it to be implemented, will probably bring more resistance than support if not individual visions are shown to them.
- In any organization change procedure, one of the most impacted individual is the ordinary employee. Traditionally changes are made and then employees are communicated. Which is okay for certain types of changes. However for large organizational changes, if we make the larger audience anticipate what the changes is going to be and how it would impact them before the change is implemented, then such changes tend to be more acceptable.Communication of the vision and the change must be across all individuals and not just the core change members. More important here is having this communication on 1-2-1 basis as much as possible rather than 1-2-many. if I don’t understand the impact of change to me, I will always resist it.
- Another most important activity which usually gets missed out in organizational changes is “empowering few key individuals with some discretionary powers”This will encourage them to manage obstacles on their own and not stall the change procedure. These additional powers can be temporary but effects will be long lasting.
- What is usually seen is the decrease in momentum of change over a period of time. To ensure that the operational change does not halt or slow down drastically, one of the easiest things is planning for short term wins. Short term wins provide a sense of achievement to individuals and also the enthusiasm to continue their efforts in the change process. One must not forget to recognize such individuals and award them for these wins. Afterall, they are going to keep the change going for a long time later.
- When the momentum is high…do not put the process of auto-pilot mode and relax. This is one major cause of failure that I have myself experienced. Once we have a fair success at seeing the change being implemented and being accepted, we tend to slow down a bit. Instead, this provides a window of opportunities for more changes. Since individual across the organization are in the process of changing their mindset, adopting new ways, it is best to push the change to it maximum. One may not get such an opportunity again in that cycle.Another aspect is being more flexible at letting exceptions creep in the change management process. One needs to stick to the change management plan during such times.
- Finally you see the change being implemented and new processes being run. That’s where the outcome of the changes need to be institutionalized. Either as a policy, procedure, a culture, whatever way suits the organization. Integration of the new process with surrounding process and managing the overlapps becomes important now. This is also the time for monitoring the changed environment and assuring the stakeholder that the changes are in effect. This becomes your Business As Usual (BAU) process.With that I would like to thank you all for your time. Just a last slide before we end.
- Finally you see the change being implemented and new processes being run. That’s where the outcome of the changes need to be institutionalized. Either as a policy, procedure, a culture, whatever way suits the organization. Integration of the new process with surrounding process and managing the overlapps becomes important now. This is also the time for monitoring the changed environment and assuring the stakeholder that the changes are in effect. With that I would like to thank you all for your time. Just a last slide before we end.