Uploaded byRajiv Khurana, CMC, FIMC
Organizational Change Management - Rajiv Khurana
The document discusses organizational change management. It includes quotes about change from Henry Ford, Don Peterson, and Mahatma Gandhi. A poll results is presented showing that the major focus of planned organizational changes in the last 3 years for respondents was vision, mission and values creation/consolidation. The document then discusses types of change, reasons for change, human responses to change, prerequisites for successful change, and barriers to change. It provides a 10 step process plan for change and discusses the roles of top management and employees during a change process.
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Organizational Change Management - Rajiv Khurana
- 1. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC D E L H I Organisational Change Management From Initiative to Finishiative… 28.06.2013
- 2. RajivKhurana, CMC FIMC Youcan paint it in any colour so long as it is black. - Henry Ford, 1914 Putting profits after people and products was magical at Ford. - Don Peterson, Former CEO, Ford, 1994
- 3. RajivKhurana, CMC FIMC Wemust become the change we want to see. - Mahatma Gandhi
- 4. RajivKhurana, CMC FIMC Theonly person who likes a change is a wet baby!
- 5. RajivKhurana, CMC FIMC "Inthe change from being a caterpillar to becoming a butterfly, you're nothing more than a yellow, gooey sticky mess."
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- 7. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC June 11 – 26, 2013 www.easypolls.net
- 8. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC What has been the major focus of planned organizational CHANGE MANAGEMENT you have experienced during the last 3 years? June 11 – 26, 2013 Voters 204 Votes 559
- 9. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC Vision, Mission, Values…creation/consolidation Performance shift at a rapid pace Alignment during M & A Reducing costs Installing/Intensifying processes Accelerating pace of business growth/development Turning around a crisis situation Running ahead of competition Actioning brand repositioning/strengthening None of the above
- 10. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC Performance shift at a rapid pace Alignment during M & A Reducing costs Installing/Intensifying processes Vision, Mission, Values…creation/consolidation Accelerating pace of business growth/development Running ahead of competition Turning around a crisis situation Actioning brand repositioning/strengthening None of the above PARIVARTAN is the intellectual property of Rajiv Khurana
- 11. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC 12 99 64 22 82 59 77 55 48 41 6 49 31 11 40 29 38 27 24 20 None of the above Vision, Mission,… Performance shift at a rapid pace Alignment during M & A Reducing costs Installing/Intensifying processes Accelerating pace of business… Turning around a crisis situation Running ahead of competition Actioning brand repositioning/strengthening POLL – Organizational CHANGE MANAGEMENT %age Votes Voters 204 Votes 559
- 12. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC 31 Performance shift at a rapid pace 11 Alignment during M & A 40 Reducing costs 29 Installing/Intensifying processes 49 Vision, Mission, Values…creation/consolidation 38 Accelerating pace of business growth/development 24 Running ahead of competition 27 Turning around a crisis situation 20 Actioning brand repositioning/strengthening 6 None of the above Voters 204 Votes 559 PARIVARTAN is the intellectual property of Rajiv Khurana
- 13. RajivKhurana, CMC FIMCRajivKhurana,CMC FIMC 49 Vision, Mission, Values…creation/consolidation 40 Reducing costs 38 Accelerating pace of business growth/development 31 Performance shift at a rapid pace 29 Installing/Intensifying processes 27 Turning around a crisis situation 24 Running ahead of competition 20 Actioning brand repositioning/strengthening 11 Alignment during M & A 6 None of the above Voters 204 Votes 559
- 14. RajivKhurana, CMC FIMC 1 2 3 ? Clearenough future Alternative future A range of futures True Ambiguity A C B D
- 15. RajivKhurana, CMC FIMC Time Theaccelerating rate of Change Perceived rate of change in the world around us
- 16. RajivKhurana, CMC FIMC Time Abilitytocopewithuncertainty andchange Changeability decay curve
- 17. RajivKhurana, CMC FIMC Time Abilitytocopewithuncertainty andchangeThe Change Paradox Perceived rate of change in the world around us Optimum coping period
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- 19. RajivKhurana, CMC FIMC •IncrementalChange •Fundamental Change Managing from Tomorrow Types of change
- 20. RajivKhurana, CMC FIMC •Visionary •Competitive •Survival Theneed for change
- 21. RajivKhurana, CMC FIMC Humanresponse to change Non awareness: ‘Blissful ignorance’ 1/7
- 22. RajivKhurana, CMC FIMC Humanresponse to change Denial phase: ‘It does not affect me…’ 2/7
- 23. RajivKhurana, CMC FIMC Humanresponse to change Passive resistance phase: ‘I’ll ignore… maybe it’ll go away’ 3/7
- 24. RajivKhurana, CMC FIMC Humanresponse to change Active resistance phase: ‘How can I oppose this threat?’ 4/7
- 25. RajivKhurana, CMC FIMC Humanresponse to change Exploration phase: ‘I’ll try but it is risky…’ 5/7
- 26. RajivKhurana, CMC FIMC Humanresponse to change Commitment phase: ‘This is useful. I am really liking it…’ 6/7
- 27. RajivKhurana, CMC FIMC Humanresponse to change Broadcast phase: ‘Let me tell you this great idea we’ve adopted…’ 7/7
- 28. RajivKhurana, CMC FIMC Sceptical Enthusiasm Jubilation Verytime consuming!! No concrete results! Is it worth it? ????? Pay-offs begin Not a bad idea It works Time 2 years PessimismOptimism Anatomy of change
- 29. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps C H A N G E + Change pre-requisites
- 30. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps Low Priority, Little Action + Missinglinkimpact Change pre-requisites
- 31. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps Fast Start, Fizzles Out + Change pre-requisites Missinglinkimpact
- 32. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps Anxiety, Frustration + Change pre-requisites Missinglinkimpact
- 33. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps Haphazard Efforts + Change pre-requisites Missinglinkimpact
- 34. RajivKhurana, CMC FIMC Pressurefor change A clear shared vision Capacity for change Actionable first steps C H A N G E + Change pre-requisites
- 35. RajivKhurana, CMC FIMC Low High High Low PretenderLeader Dissenter Follower Effort to Implement Agreementwith Change Individual’s response to change initiatives
- 36. RajivKhurana, CMC FIMC Ponderover the need and speed for change Creating the winning culture!P A R I V A R T A N
- 37. RajivKhurana, CMC FIMC Assessreadiness in terms of people and resources Creating the winning culture!P A R I V A R T A N
- 38. RajivKhurana, CMC FIMC Readthe future – establish ACTIONING of Mission, Vision, Values! Creating the winning culture!P A R I V A R T A N
- 39. RajivKhurana, CMC FIMC Investin creating the design for change Creating the winning culture!P A R I V A R T A N
- 40. RajivKhurana, CMC FIMC Verifythrough pilot run Creating the winning culture!P A R I V A R T A N
- 41. RajivKhurana, CMC FIMC Actdecisively – make the plan work Creating the winning culture!P A R I V A R T A N
- 42. RajivKhurana, CMC FIMC Review consistently Creatingthe winning culture!P A R I V A R T A N
- 43. RajivKhurana, CMC FIMC Troubleshoot, if needed Creating the winning culture!P A R I V A R T A N
- 44. RajivKhurana, CMC FIMC Appreciate, recognize,reward success Creating the winning culture!P A R I V A R T A N
- 45. RajivKhurana, CMC FIMC Newstage for transformation Creating the winning culture!P A R I V A R T A N
- 46. RajivKhurana, CMC FIMC Ponderover the need and speed for change Assess readiness in terms of people and resources Read the future – establish ACTIONING of Mission, Vision, Values! Invest in creating the design for change Verify through pilot run Act decisively – make the plan work Review consistently Trouble shoot, if needed Appreciate, recognize, reward success New stage for transformation Process Plan Intellectual property: Rajiv Khurana
- 47. RajivKhurana, CMC FIMC Commitment/co-ordinationamongst the top Half baked strategies Accounting alerts on costs Negativity, personal agenda, past baggage Goofed up R&R Exigencies of the routine Intellectual property: Rajiv Khurana CHANGE Barriers
- 48. RajivKhurana, CMC FIMC Whilethe CHANGE is on… Reciprocalrole of Top Management and Employees Communicate openly Handle emotions Align personal goals with organizational goals Nurture symbols, ceremonies, slogans… Gear up capabilities & measure results Evolve, Excite, Enthuse, Encourage… Intellectual property: Rajiv Khurana
- 49. RajivKhurana, CMC FIMC Goto the people Learn from them Love them Start with what they know Build on what they have But of the best leaders When their task is accomplished Their work is done The people will remark: "We have done it ourselves." 2000 Year Old Chinese Poem
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