‘Managing People Change in the Digital Era’ with Mr. Manoj Prasad, V.P. – Digital Transformation & People Change, Reliance Industries. He will be discussing why Digital Transformation is important in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world, change management and the key to adopt a digital mind-set. About Manoj Prasad: An HR Industry veteran with more than 21+ years of global work experience, he has been managing end to end complex HR Transformation & Organization Change program across globe. He is currently leading the recreate, redesign & transform e-digital platform initiatives across Reliance. Facebook- https://www.facebook.com/NMIMSSCE/ Twitter- https://twitter.com/NMIMS_SCE LinkedIn- https://www.linkedin.com/school/nmims/

1. Managing People Change in Digital Era
NMIMS Knowledge Series
Theme: Digital Transformation
7th March 2019
Speaker:
Mr. Manoj K Prasad
VP-Digital Transformation & People Change
Reliance Industries Limited

2. MANAGING PEOPLE
CHANGE
IN
DIGITAL ERA
Future of work is all about People and
Change

3. Index
1
2
3
4
5
Digital Transformation & Change
Digital Disruption: Driving the People Change and Adoption
Digital Transformation-Change management Framework & deployment
HR Transformation : Real Case Studies
Wrap up
2

4. 22
The “Digital” has permeated our lives and is transforming the way we live.
Jobs will be gone in coming 10 years
1.8b People on social media
People and more
than 7 billion phones7b
Spent on wellness
program
Jobs will go to gig talent
by 2025
67% Organization going through digital
transformation
Value of work performed via
online labor platforms like
Elance and Odesk by 2018
$5b
47%
20-40%
$300 b

5. Learning Agility
Major Trends
Growth Curve
Impact on work, workplace and workforce

6. Algorithms improving
insights & decisions
New Business Models, Product
Innovations & Customer Service
Digital
Disruptions
Falling Cost of Technology
( Mobile, Sensing, IOT, Drone)
Big Data is Here
(Volume, Variety & Velocity
New Competitors Scale
Quicker @ Lower Cost
Increasing Volatility, Uncertainty, Complexity, Ambiguity (VUCA)
Digital disruptions are driving changes and users adoption
Increasing customer proximity
through mobile and social
technologies
Hyper scale computing driving
Analytics, ML & AI
From Reactive to Predictive &
Agile Competition
Major Trends
Digital Disruption: Driving the People Change and Adoption?
Digital Disruption
New Business
Model

7. Changein Work place
Change in Workforce
Change in Technology01
02
03
Major Trends
Digital Disruption Major Trends-HR Perspective

8. Recap ( YTD)
Technology
DemographySocio-Cultural
Future of Work
& Work place
• Digital Disruption
• Robotic Process
Automation
• AI, IOT, ML, AR/VR,
• Cognitive computing
• Design thinking
• Hybrid jobs (Man
machine)
• Multi generational
Work force (Gen X,
Gen Y, I Gen)
• Diversity and
inclusion
• Blended workforce
• Ageing workforce-
Digital divide
• Gig Talent/economy
• Blurring boundaries
between work &
workforce
• Increase in social
network
• Increase in
globalization and
urbanization
Major Trends
Digital Transformation Future of Work and Workforce

9. • AI Research Scientist/Image
•Hardware Integration
Engineer
•AI Research Scientist,
Language-Processing
•Software Engineer, Testing
•Platform, AI
Artificial
Intelligence
•Embedded Systems
Programmer
•Cloud Support Engineer
•Information Security Analyst
•Solution Architect
•Business Analyst
•Hardware Design Engg.
•UI/UX Designer
Internet of Things
• Data Analyst
•Data Integrator
•Business Analyst
•Data Scientist
•Solution Architect
Big Data Analytics
• Software Engineer-Slicing
•3D Modelling engineer
•3D Graphic Artist
•Solution Architect
•3D Printing Technician
•Material Analyst Engg
3D Printing
•Migration Engineer
• Cloud Architect
• Cloud Software Engg
Cloud Computing
• Service Engineer
•Business Analyst
•Robotic Process Automation-
•Solution Architect
•Solution Architect
•Testing Engineer
Robotic Process
Automation
•Social Engagement Manager
•UI Designer
•UX Designer
•Digital Marketing Specialist
Social & Mobile
• Optical Scientist
• Product Hardware engg
• Service Technologist
• VFX Artist
• UI Designer
• Information Security Analyst
• Sensor Architect
• Sound Designer, Virtual Reality
• VR Devices engg
• 3D Modelling Engineer/Artist
Virtual Reality
Major Trends
Digital Transformation and Multiple New Job Roles

10. Technology-led transformation
impacts the fundamental “ways-
of-working” of any organization
• Change in business processes
• Change in working relationships
• Change in mindsets
• Cultural diversity
• Performance parameters and
expectations
Attitudetowards
Change
Impact ofChange
Power to Influence
Decision-making
Executive
Management
Business Users
IT Organization
Vendors
* This map is based on our understanding of change elements in the perspective of transformation
User Community
Executive
Leadership
IT Organization
External
Stakeholders
Key impacted stakeholders
10
Major Trends
Impact of Change on Organization

11. Rational Business Case, Facts, Figures,
Logic, Analysis, Systems
Attitudes, Values, Beliefs, Feelings, Habits,
Skills, Assumptions, Emotions, Norms,
Culture
Conscious World: Tangibles
Sub - Conscious World: Intangibles
11
Major Trends
Change Challenges-Iceberg Paradox

12. MINIMIZE NEGATIVE EFFECTS ON
PEOPLE
ENSURE SMOOTH TRANSITION
ENHANCE COMMITMENT TO
CHANGE
BusinessTransformationwith minimumdisruptionwithintime and budget!
Major Trends
Transformation Change Cycle-Valley of Despair

13. Platform implementation Challenges and imperatives
Communication
Challenges
Effective Training &
Performance.
support
Governance Structure &
Roles efficacy
Fall in
Productivity
Leadership
Buy in
Change
alignment
Alignment
 Stated benefits of the
platforms
transformation
initiative are not
realized
 Leadership team is
not aligned to the
business outcome
and benefits
Adoption
 The new ways of
working are
adopted by only a
small portion of
business/function
 Lack in effective
dissemination
and adopting by
Key/end users
Business Disruption
 Critical business
systems halt
resulting in loss of
revenue, swelled
costs, unhappy
customers and
unmotivated
employees when
the platforms goes
live
Major Trends
Efficient Change Management & Communication

14. Phase Detailed Activities
Plan Stakeholder
analysis and
mapping
Enablement
assessment-risk
and mitigation
plan
Platform
enablement
strategy and
plan
Leadership
engagement and
cascade
Continuous
feedback from core
group on platform
expectations and
improvement
Strategy and planning runs as central activities and rollout would be done in alignment with
organization –Real-time and contextual
Phase Detailed Activities
Lead
Platform
champion teams
selection and
alignment
Continuous
communication
rollout
Performance
support plan
Performance
support: readiness:
User Guide, FAQ,
Videos creation
Defining and
mapping roles with
individual
Deploy
Training delivery
to power users
Enhance users’
motivation:
design and rollout
of R&R
Performance
support to users
Communication
feedback and
realignment
Users’ perception
and experience
feedback
Sustain
Facilitate
handholding,
(peer to peer)
and adoption
support
Reinforce
leadership
commitment and
mobilize adoption
Address issues
and concerns of
users
Continuous
performance
support: in-pod
support, help desk
Institutionalizing
sustenance
A
Rollout
Sprint
Lead
DeploySustain
Plan
+
B
Strategy and
Approach
Major Trends
Change Management Deployment Framework

15. Change Readiness Assessment-
Case Study- Copenhagen -Denmark

16. Change Readiness Assessment: Objectives
To identify and Capturing the expectations and perceptions of
employees and other stakeholders –Change Readiness
Assessment
To analyse the survey results in terms of Areas of concern,
improvement and Strength
Recommending possible Change Management interventions
Major Trends
Change Readiness Assessment -Objectives

17. Dimensions and items – Change Readiness Assessment
A total of 47 items under the 13 dimensions were finalized with 3 other items on suggested
interventions, IT initiative stage and preferred communication media.
S NO DIMENSIONS NO. OF ITEMS
1 Work Orientation 3
2 Quality of Work Life 3
3 Leadership 3
4 Empowerment 4
5 Problem Solving & Decision Making 3
6 Conflict Management 3
7 Creativity and Innovation 3
8 Communication 3
9 Role Efficacy 3
10 Goal Setting and appraisal 3
11 Training/Education 3
12 Team Work 3
13 Perception of Employees about the IT
initiative
10
TOTAL NO. OF ITEMS 47
Major Trends
Change Readiness Assessment-Dimensions

18. Findings of Change Readiness
Assessment

19. Slide No. 19
0,34
0,53
-0,27
-0,23
-0,27
0,01 0,00
-0,15
0,18
-0,04 -0,04 -0,030,00
-0,40
-0,30
-0,20
-0,10
0,00
0,10
0,20
0,30
0,40
0,50
0,60
A B C D E F G H I J K L M
Dimensions
Score
Low
concern
High
concern Areas of Strength
Areas of Concern
Areas for improvement
A: Work orientation
B: Quality of work life
C: Leadership
D: Empowerment
E: Problem solving &
Decision making
F: Conflict Management
G: Creativity & innovation
H: Communication
I: Role efficacy
J: Goal setting and PULS
K: Training & Education
L: Team work
M: Perceptions about ITIL
Implementation
Major Trends
Change Readiness Assessment-Findings

20. Slide No. 20
1,84
2,05
1,94
1,70
1,75
1,80
1,85
1,90
1,95
2,00
2,05
2,10
Managers Staff Overall change
Readiness
Pro-change
readiness
Resistance
to change
Baseline
Major Trends
Overall Change Readiness and Best Practice

21. Slide No. 21
HR Transformation –Adoption to New Ways of working
Case Study 2

22. HR Transformation –Adoption to New Ways of working
Case Study 2

23. Thank You

24. Slide No. 24
Change Readiness Assessment: Objectives
Annexure

25. Digital
Transformation
and People
Change
Management -
Framework
Stakeholder
Analysis
Change
Readiness
Assessment
Understanding
the Organization
Change Team
Specification
& Constitution
Change team
Orientation
Training
Communication
Track
Competency
Building
Sustenance
Track
Continuous Communication Track
Leadership
buy in
Plan for Change Lead Change Sustain Change
Major Trends
Change Management Deployment -Plan

26. Understanding
the Organization
Change Charter
Strategy
Leadership
Engagement
Workshop and
Cascade
Change Charter
Workshop and
Cascade
Communication
Track
Competency
Building
Sustenance
Track
Continuous Communication Track
Leadership
buy in
Plan for Change Lead Change Sustain Change
Context Mandate Initiatives Risk
Preparation Phase - Establish Change Vision
and Set Direction
- Publicly support and explain
decision to start the project
- Describe benefits resulting out of
the initiative
- Release Resources
- Lack of availability of key
leaders owing to
conflicting initiatives
- Inadequate / Inconsistent
communication from
Executive Team
Business Blueprint Phase - Get involved in Project
- Ensure Sustenance of
credibility in the Project
by exhibiting appropriate
Leadership characteristics
- Continuously reinforce
benefits
- Identify correct Stakeholders &
foster a sense of ownership
commitment
- Communicate Progress and
maintain project momentum
- Support Organizational Change
Readiness and Risk Assessment
- Coach and Provide Feedback to
Stakeholders and Organization
- Finalize & Sign-off Business
Blueprint Document
- Incorrect identification of
Transition Leadership –
Stakeholders
- Non-sustenance of
communication may lead
to sagging momentum
- Incorrect / Inadequate
Risk Assessment
- Lack of Involvement of
all Stakeholders / Failure
to commit resources or
make key decisions
Project
Leadership
Line
Organization
Leadership
Joint Responsibilities:
• Set and inspire others around compellingproject vision
• Communicate changeand impacts to organization and individual Stakeholders
• Receive and incorporate feedback from organizationStakeholders about project issues and progress
• Allocate resources
• Determines strategic direction, challengeand input to process design
• Reach decisions around major deliverables
• Coach and counsel individuals through transition
Leadership: Establishing joint change leadership
Major Trends
Change Management Deployment -Plan

27. Digital
Transformation
and People
Change
Management -
Framework
Understanding
the Organization
Communication
Action Plan
Communication
Strategy
Workshop
Communication
Track
Communication
Effectiveness
Measurement
Competency
Building
Sustenance
Track
Continuous Communication Track
Leadership
buy in
Plan for Change Lead Change Sustain Change
Organization Risk
Assessment
Change Management– Communication Approach & Plan

28. Organizational Change Management - Framework
Understanding
the Organization
Communication
Track
Training Strategy
and Plan
Facilitation of
Training Delivery
Phase I & II
Competency
Building
Organization
Realignment &
Deployment
Training Impact
Assessment
Sustenance
Track
Continuous Communication Track
Leadership
buy in
Plan for Change Lead Change Sustain Change
Role Generic Description of the Role PRG FIN PRT HR PAY IT
Initiator Responsible for making requisitions within the limits given by the budget allotments
Certifier Responsible for the clearance of the obligating documents within the limits given of
the delegated authority
Approver Responsible for verifying that the use of funds are appropriate and it is within the
budget allotments. One individual with confirmed responsibilities to approve
Comptroller HQ - Highest level of authority for financial issues in organization.
Director of Administration and Budget (DAF) RO - Highest level of authority for financial issue in the Regional Offices.
Responsible for FIN, BUD, HR, Procurement, Security
Chief Accountant HQ - Develops policy on accounting and finance issues. Overall responsibility for
integrity of accounting database. Official signature for certified financial reports
and WHO financial report.
Chief Treasury HQ - Develops policy on accounting and finance issues. Overall responsibility for
integrity of accounting database. Official signature for certified financial reports
and WHO financial report.
Budget and Finance Officers (BFOs) - Regions RO - Responsible for budget, finance and payroll issues in the regional offices
General Ledger Manager Core Area of responsibility is the management of General Ledger and of the
accounting function:
· Chart of Accounts
· Journal vouchers, general ledger accounting, accounts reconciliations
· Closure and Management Reporting preparation, detailing financial results
· Establishment of accounting practices to ensure accurate and reliable data
necessary for business operations
- Manages monthly/yearly consolidations
- Supports Chief Accountant in maintaining integrity of the accounting database
and global financial reporting.
The role could include the management of the Asset Accounting
L1
ID
L2
ID
L3
ID
L4
ID
Lvl 1 Owner Lvl 2 Owner Lvl 3 Owner Lvl 4 Owner
1 Strategy to Allotment Dir, PRP
1.1 Strategy to Plan Dir, PRP
1.1.1 Analysis to Strategic Objectives Dir, PRP
1.1.1.1 Formulate Strategic Objectives PRP
1.1.1.2 Define performance indicators with baselines, and target values PRP
1.1.1.3 Describe issues and challenges PRP
1.1.1.4 Formulate strategic approaches PRP
1.1.1.5 Develop resource outlook PRP
1.1.2 SO to OWERs Dir, PRP
1.1.2.1 Develop Regional and HQ contributions (develop draft RER/HQERs) PRP
1.1.2.2 Formulate OWERs PRP
1.1.2.3 Define indicators, baselines and 6 year targets for OWERs PRP
1.2 Plan to Budget Dir, PRP
1.2.1 6 year OWERs to 2-year targets Dir, PRP
1.2.1.1 Develop 2 year indicator target PRP
1.2.2 OWER 2 year target to costed OWER Dir, PRP
1.2.2.1 Estimate cost of OWERs at each office per department PRP
1.2.2.2 Aggregate costs of OWERs at organisation-wide level PRP
1.2.3 OWERs to forecast income Dir, PRP
1.2.3.1 Estimate resources to be mobilized at office level PRP
1.2.3.2 Aggregate resources to be mobilized organisation-wide PRP
1.2.4 Costed OWERs to consolidated PB Dir, PRP
1.2.4.1 Consolidate costed OWERs by SO PRP
1.2.4.2 Peer review PRP
1.2.5 Consolidated PB to Approved PB Dir, PRP
1.2.5.1 Revise OWERs PRP
1.2.5.2 Adjust consolidated PB figures (costs and estimated resources) PRP
1.2.5.3 Review and accept/approve the PB regionally and organization-wide PRP
1.2.5.4 Develop the appropriation resolution PRP/CBF?
1.2.5.5 Approve the PB PRP
1.2.5.6 Reflect approved PB figures in GL PRP
1.3 Budget to Workplan Dir, PRP
1.3.1 PB OWERs/RERs to OSERs Dir, PRP
1.3.1.1 Refine RERs/HQERs PRP
1.3.1.2 Develop/refine OSERs (2 year) PRP
1.3.2 PB to Allocations Dir, PRP
1.3.2.1 Allocate regular budget based on PB (Tentative Allocations) PRP
1.3.2.2 Allocate regular budget based on PB (adjusted allocations) PRP
1.3.2.3 Allocate AS funds based on PB PRP
1.3.2.4 Allocate voluntary contributions based PB PRP
1.3.2.5 Reflect allocations in GL master budget CBF
Change Management Deployment -Lead

29. Understanding
the Organization
Communication
Track
Competency
Building
Sustenance
Track
Continuous Communication Track
Leadership
buy in
Plan for Change Lead Change Sustain Change
Design of
Reward and
Recognition
Scheme
Effective
Feedback
System &
Helpdesk
Reward and
Recognition
Scheme roll
out
Major Trends
Change Management Deployment -Sustain