RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
D E L H I
Organisational
Change Management
From Initiative to
Finishiative…
2...
RajivKhurana, CMC FIMC
You can paint it in any colour so long as
it is black. - Henry Ford, 1914
Putting profits after peo...
RajivKhurana, CMC FIMC
We must
become the
change we want
to see.
- Mahatma Gandhi
RajivKhurana, CMC FIMC
The only
person who
likes a change
is a wet baby!
RajivKhurana, CMC FIMC
"In the change from being a caterpillar
to becoming a butterfly,
you're nothing more than a yellow,...
RajivKhurana, CMC FIMC
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
June 11 – 26, 2013
www.easypolls.net
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
What has been the major focus
of planned organizational
CHANGE MANAGEMENT you...
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
Vision, Mission, Values…creation/consolidation
Performance shift at a rapid p...
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
Performance shift at a rapid pace
Alignment during M & A
Reducing costs
Insta...
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
...
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
31 Performance shift at a rapid pace
11 Alignment during M & A
40 Reducing co...
RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC
49 Vision, Mission, Values…creation/consolidation
40 Reducing costs
38 Accele...
RajivKhurana, CMC FIMC
1
2
3
?
Clear enough future Alternative future
A range of futures True Ambiguity
A
C
B
D
RajivKhurana, CMC FIMC
Time
The accelerating rate of Change
Perceived rate
of change in
the world
around us
RajivKhurana, CMC FIMC
Time
Abilitytocopewithuncertainty
andchange
Change ability decay curve
RajivKhurana, CMC FIMC
Time
Abilitytocopewithuncertainty
andchange The Change Paradox
Perceived rate
of change in
the worl...
RajivKhurana, CMC FIMC
Inflection
point
Time
Profitable
Growth
RajivKhurana, CMC FIMC
•Incremental Change
•Fundamental Change
Managing from Tomorrow
Types of change
RajivKhurana, CMC FIMC
•Visionary
•Competitive
•Survival
The need for change
RajivKhurana, CMC FIMC
Human response to change
Non awareness:
‘Blissful ignorance’
1/7
RajivKhurana, CMC FIMC
Human response to change
Denial phase:
‘It does not affect
me…’
2/7
RajivKhurana, CMC FIMC
Human response to change
Passive resistance
phase:
‘I’ll ignore… maybe
it’ll go away’
3/7
RajivKhurana, CMC FIMC
Human response to change
Active resistance
phase:
‘How can I oppose
this threat?’
4/7
RajivKhurana, CMC FIMC
Human response to change
Exploration phase:
‘I’ll try but it is
risky…’
5/7
RajivKhurana, CMC FIMC
Human response to change
Commitment phase:
‘This is useful. I am
really liking it…’
6/7
RajivKhurana, CMC FIMC
Human response to change
Broadcast phase:
‘Let me tell you this
great idea we’ve
adopted…’
7/7
RajivKhurana, CMC FIMC
Sceptical
Enthusiasm
Jubilation
Very time
consuming!!
No concrete
results!
Is it worth it?
?????
Pa...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
C H A N G E
+
...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
Low Priority, ...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
Fast Start, Fi...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
Anxiety, Frust...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
Haphazard Effo...
RajivKhurana, CMC FIMC
Pressure for change
A clear shared vision
Capacity for change
Actionable first steps
C H A N G E
+
...
RajivKhurana, CMC FIMC
Low
High
High
Low
Pretender Leader
Dissenter Follower
Effort to Implement
Agreementwith
Change
Indi...
RajivKhurana, CMC FIMC
Ponder over
the need and
speed for
change
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Assess readiness
in terms of
people and
resources
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Read the future –
establish ACTIONING
of Mission, Vision,
Values!
Creating the winning culture!P
A
...
RajivKhurana, CMC FIMC
Invest in creating
the design for
change
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Verify through
pilot run
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Act decisively –
make the plan
work
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Review
consistently
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Trouble shoot, if
needed
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Appreciate,
recognize, reward
success
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
New stage for
transformation
Creating the winning culture!P
A
R
I
V
A
R
T
A
N
RajivKhurana, CMC FIMC
Ponder over the need and speed for change
Assess readiness in terms of people and resources
Read th...
RajivKhurana, CMC FIMC
Commitment/co-ordination amongst the top
Half baked strategies
Accounting alerts on costs
Negativit...
RajivKhurana, CMC FIMC
While the CHANGE is on…
Reciprocalrole of Top Management and Employees
Communicate openly
Handle em...
RajivKhurana, CMC FIMC
Go to the people
Learn from them
Love them
Start with what they know
Build on what they have
But of...
RajivKhurana, CMC FIMC
E-mail:
thepersonnellab@gmail.com
Web:
www.rajivkhurana.com
www.thepersonnellab.com
http://in.linke...
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Organizational Change Management - Rajiv Khurana

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Everyone talks about change management these days. No one, however, likes the change except a wet baby. From caterpillar to butterfly, the metamorphosis is sticky, gooey and painful.
Why do organisations feel the need to change? Who are the right drivers and champions? What are the parameters of an effective change management? Which aspects should they focus on? When is the right time? How should they take the initiative to a meaningful finishiative?
Join us for a thought provoking session that takes you through the pleasures and pains of change management, the dilemmas' and the stories of successes and failures encountered.

Rajiv Khurana is a transformationist through co-creative energy of people for individual and organizational impact.

An International Management Consultant, Trainer and Executive Coach by description, he is a well published writer, author and digital expressionist.
He has 5 years of industry and 28 years of consulting and training experience with a variety of MNCs and Indian corporate.
http://www.thepersonnellab.com

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Organizational Change Management - Rajiv Khurana

  1. 1. RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC D E L H I Organisational Change Management From Initiative to Finishiative… 28.06.2013
  2. 2. RajivKhurana, CMC FIMC You can 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. 3. RajivKhurana, CMC FIMC We must become the change we want to see. - Mahatma Gandhi
  4. 4. RajivKhurana, CMC FIMC The only person who likes a change is a wet baby!
  5. 5. RajivKhurana, CMC FIMC "In the change from being a caterpillar to becoming a butterfly, you're nothing more than a yellow, gooey sticky mess."
  6. 6. RajivKhurana, CMC FIMC
  7. 7. RajivKhurana, CMC FIMCRajivKhurana, CMC FIMC June 11 – 26, 2013 www.easypolls.net
  8. 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. 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. 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. 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. 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. 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. 14. RajivKhurana, CMC FIMC 1 2 3 ? Clear enough future Alternative future A range of futures True Ambiguity A C B D
  15. 15. RajivKhurana, CMC FIMC Time The accelerating rate of Change Perceived rate of change in the world around us
  16. 16. RajivKhurana, CMC FIMC Time Abilitytocopewithuncertainty andchange Change ability decay curve
  17. 17. RajivKhurana, CMC FIMC Time Abilitytocopewithuncertainty andchange The Change Paradox Perceived rate of change in the world around us Optimum coping period
  18. 18. RajivKhurana, CMC FIMC Inflection point Time Profitable Growth
  19. 19. RajivKhurana, CMC FIMC •Incremental Change •Fundamental Change Managing from Tomorrow Types of change
  20. 20. RajivKhurana, CMC FIMC •Visionary •Competitive •Survival The need for change
  21. 21. RajivKhurana, CMC FIMC Human response to change Non awareness: ‘Blissful ignorance’ 1/7
  22. 22. RajivKhurana, CMC FIMC Human response to change Denial phase: ‘It does not affect me…’ 2/7
  23. 23. RajivKhurana, CMC FIMC Human response to change Passive resistance phase: ‘I’ll ignore… maybe it’ll go away’ 3/7
  24. 24. RajivKhurana, CMC FIMC Human response to change Active resistance phase: ‘How can I oppose this threat?’ 4/7
  25. 25. RajivKhurana, CMC FIMC Human response to change Exploration phase: ‘I’ll try but it is risky…’ 5/7
  26. 26. RajivKhurana, CMC FIMC Human response to change Commitment phase: ‘This is useful. I am really liking it…’ 6/7
  27. 27. RajivKhurana, CMC FIMC Human response to change Broadcast phase: ‘Let me tell you this great idea we’ve adopted…’ 7/7
  28. 28. RajivKhurana, CMC FIMC Sceptical Enthusiasm Jubilation Very time 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. 29. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps C H A N G E + Change pre-requisites
  30. 30. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps Low Priority, Little Action + Missinglinkimpact Change pre-requisites
  31. 31. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps Fast Start, Fizzles Out + Change pre-requisites Missinglinkimpact
  32. 32. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps Anxiety, Frustration + Change pre-requisites Missinglinkimpact
  33. 33. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps Haphazard Efforts + Change pre-requisites Missinglinkimpact
  34. 34. RajivKhurana, CMC FIMC Pressure for change A clear shared vision Capacity for change Actionable first steps C H A N G E + Change pre-requisites
  35. 35. RajivKhurana, CMC FIMC Low High High Low Pretender Leader Dissenter Follower Effort to Implement Agreementwith Change Individual’s response to change initiatives
  36. 36. RajivKhurana, CMC FIMC Ponder over the need and speed for change Creating the winning culture!P A R I V A R T A N
  37. 37. RajivKhurana, CMC FIMC Assess readiness in terms of people and resources Creating the winning culture!P A R I V A R T A N
  38. 38. RajivKhurana, CMC FIMC Read the future – establish ACTIONING of Mission, Vision, Values! Creating the winning culture!P A R I V A R T A N
  39. 39. RajivKhurana, CMC FIMC Invest in creating the design for change Creating the winning culture!P A R I V A R T A N
  40. 40. RajivKhurana, CMC FIMC Verify through pilot run Creating the winning culture!P A R I V A R T A N
  41. 41. RajivKhurana, CMC FIMC Act decisively – make the plan work Creating the winning culture!P A R I V A R T A N
  42. 42. RajivKhurana, CMC FIMC Review consistently Creating the winning culture!P A R I V A R T A N
  43. 43. RajivKhurana, CMC FIMC Trouble shoot, if needed Creating the winning culture!P A R I V A R T A N
  44. 44. RajivKhurana, CMC FIMC Appreciate, recognize, reward success Creating the winning culture!P A R I V A R T A N
  45. 45. RajivKhurana, CMC FIMC New stage for transformation Creating the winning culture!P A R I V A R T A N
  46. 46. RajivKhurana, CMC FIMC Ponder over 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. 47. RajivKhurana, CMC FIMC Commitment/co-ordination amongst 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. 48. RajivKhurana, CMC FIMC While the 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. 49. RajivKhurana, CMC FIMC Go to 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
  50. 50. RajivKhurana, CMC FIMC E-mail: thepersonnellab@gmail.com Web: www.rajivkhurana.com www.thepersonnellab.com http://in.linkedin.com/in/rajivkhurana 9810211256 C-9/9624, Vasant Kunj, New Delhi – 110070 India

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