power of change
Post on 19-Oct-2014
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TRANSCRIPT
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Leading CHANGE and TRANSFORMATION
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When the rate of change outside exceeds the rate of change inside,
the end is in sight”Jack Welch
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Forces of CHANGE
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VIRTUAL ORGANIZATIONS
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DIGITAL CONVERGENCE
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KNOWLEDGE ECONOMY
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PRIVATIZATION
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Two Sides of CHANGE
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TECHNICAL Side of CHANGE
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HUMAN Side of CHANGE
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Principles of CHANGE
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CHANGE is ENABLED
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Not MANAGED
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CHANGE must be LINKED
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Measurable PERFORMANCE GOALS
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CAPACITY for CHANGE MUST exist
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SYSTEMATIC view facilitates CHANGE
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CHANGE
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Organizational TRANSITION
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Personal TRANSITION
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Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a
change situation
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Change strategies are situational
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Activities contributing effective Change
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1. Motivating CHANGE
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2. Creating Vision for CHANGE
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3. Developing support for CHANGE
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4. Managing transition for CHANGE
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5. Sustaining CHANGE
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Motivating CHANGE
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Motivating CHANGE
Sensitize organizations to pressure for change
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Motivating CHANGE
Reveal discrepancies between current and desired states
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Motivating CHANGE
Convey credible positive expectations for the change
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Strengthening or adding driving forces
Removing or reducing restraining forces
Changing the direction of some of the forces Change
CHANGE
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BARRIERS to CHANGE
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BARRIERS to CHANGE
RESISTANCE to CHANGE
60%
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BARRIERS to CHANGE
Limitation of Existing SYSTEM
45%
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BARRIERS to CHANGE
Lack of existing COMMITMENT
38%
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BARRIERS to CHANGE
Lack of LEADERSHIP COMMITMENT
35%
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BARRIERS to CHANGE
Unrealistic EXPECTATIONS
32%
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BARRIERS to CHANGE
Lack of CROSS FUNCTIONAL TEAM
28%
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INDIVIDUAL RESISTANCE
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1. HABBIT
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2. ECONOMIC FACTORS
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3. JOB SECURITY
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4. FEAR OF UNKNOWN
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ORGANIZATIONAL RESISTANCE
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1. POWER
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2. THREAT FOR RESOURCE ALLOCATION
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3. STRUCTURAL RESISTANCE
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4. LIMITED FOCUS
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6. GROUP INERTIA
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4 PHASES OF CHANGE TRANSITION
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DENIAL
PAST
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RESISTANCE
PAST
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EXPLORATION
PRESENT
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COMMITMENT
PRESENT
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OVERCOMMING RESISTANCE TO CHANGE
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BY EDUCATING PEOPLE
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BY PARTICIPATION & INVOLVEMENT
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BY NEGOTIATION
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BY FACILITATION & SUPPORT
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BY MANIPULATION
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SKILLS of CHANGE AGENT
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Understands the dynamics of CHANGE
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Appreciates DIVERSITY
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CREDIBILITY
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MULTITASKING
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CHANGE MANAGEMENT - Best Practices
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CHANGE ARCHITECTURE
There must be explicit strategy and structure which define the nature and sequence of specific activities
and resources required to facilitate the change process.
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CHANGE COMMUNICATION
Communication infrastructure and plan must be in place to build awareness of change goals,
communicate progress toward attainment of these goals, and encourage collective ownership of the
change process and outcomes
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PERFORMANCE MANAGEMENT CHANGE ENABLEMENT
Recruiting, training, measuring and rewarding - all must be aligned to drive new behaviors in support
of the business vision.
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LEADERSHIP
Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to
drive the change process to completion, and accept the responsibility for doing so Leadership Capacity
Team & Individual Capacity
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TEAM WORK
Leaders’ values and behaviors must be aligned with the business vision; leaders possess the skills to
drive the change process to completion, and accept the responsibility for doing so Leadership Capacity
Team & Individual Capacity
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CULTURAL CAPACITY CHANGE
The organization must assess the alignment of the current culture with the change process and built
new values and behaviors as appropriate to support it.
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CONCLUDING THOUGHTS
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CONCLUDING THOUGHTS
“It is generally much easier to kill an organization than change it
substantially.” Kevin Kelly, Out of Control
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CONCLUDING THOUGHTS
“Change the rules before somebody else does”
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CONCLUDING THOUGHTS
“Who is MASTER of Changing the rules of the game before somebody else does
it ….. GUESS?”
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FINAL THOUGHTS
Change all rules Learn to forget Do it yourself
Waste Re Imagine
Be silly Be angry
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STAY FOOLISH STAY HUNGRY
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Thank You!You can reach me at:[email protected]
Credits for Images used – flickr/ Slideshare/ corbis/and many more