PRESENTATION OUTLINE

1. TELKOM KENYA LIMITED PRESENTATION OUTLINE WHY CHANGE WHAT TO CHANGE REINFORCING

2. WHY ARE WE IN BUSINESS • Make Money Have Fun

3. TECHNOLOGICAL CHANGE • Faster and better Communication • Faster and better transportation • More information networks connecting people globally • INTERNATIONAL ECONOMIC INTEGRATION • Fewer tariffs (GATT) • Currencies linked via floating exchange rates • More global capital flows • FALL OF COMMUNIST AND SOCIALIST REGIMES • More countries linked to the capitalist system • More privatization THE GLOBALISATION OF MARKETS AND COMPETITION • MORE OPPORTUNITIES • Bigger markets • Fewer barriers • MORE LARGE-SCALE CHANGE IN ORGANISATIONS • To avoid hazards and/or capitalize on opportunities, firms must become stronger competitors. Typical transformation methods include: • Reengineering  Mergers and acquisitions • Restructuring Strategic change • Quality Programmes  Cultural change • MATURATION OF MARKETS IN DEVELOPED COUNTRIES • Slower domestic growth • More aggressive exporters • More deregulation ECONOMIC & SOCIAL FORCES DRIVING THE NEED FOR MAJOR CHANGE IN ORGANISATION • MORE HAZARDS • More competition • Increased speed

4. FOCUS OF CHANGE PEOPLE & BEHAVIOURS PROCESSES TOOLS

5. WHERE ARE YOU?

6. BREAKING TRADITIONS

7. “ EOS “ Soft Hard “ BPR ” “ GO COST ” Holistic Initiatives Profits Organized Common Sense

8. Management of People

9. COMMUNICATION

10. BIG Q • IS THE PROBLEM MANAGING OR LEADING???

11. LEADERSHIP • Establishing direction: Developing a vision of the future – often the distant future-and strategies for producing the changes needed to achieve that vision • Aligning people: Communicating direction in words and deeds to all those whose cooperation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies that accept their validity • Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying basic, but often unfulfilled, human needs. • MANAGEMENT • Planning and budgeting: Establishing detailed steps and timetables for achieving needed results, then allocating the resources necessary to make it happen • Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation. • Controlling and problem solving: Monitoring results, identifying deviations from plan, then planning and organizing to solve these problems • Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive) • Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g new products that customers want, new approaches to labour relations that help make a firm more competitive) • Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget) • Produces a degree of predictability and order and has the potential to consistently produce the short-term resuslts expected by various stakeholders (e.g, for customers, always being on time; for stockholders, being on budget) MANAGEMENT VERSUS LEADERSHIP

12. THE TRUTH ABOUT SUCCESS • SUCCESSFUL CHANGE IS 70-90 PERCENT LEADERSHIP • MANAGEMENT ACCOUNTS FOR 10-30 PERCENT

13. ESTABLISHING A SENSE OF URGENCY Establishing the market and competitive realities Dealing firmly with sources of complacency Identifying s. w. o. t. s.

14. WHY A TEAM? NO INDIVIDUAL IS EVER ABLE TO DEVELOP THE RIGHT VISION COMMUNICATE IT TO A LARGE NUMBER OF PEOPLE ELIMINATE ALL THE KEY OBSTACLES LEAD AND MANAGE DOZENS OF CHANGE PROJECTS WEAK COMMITTEES ARE EVEN WORSE!!

15. PEOPLE TO AVOID THOSE WITH EGOS THAT FILL UP THE ROOM, LEAVING NO SPACE FOR ANYBODY ELSE “SNAKES” – PEOPLE WHO CREATE ENOUGH MISTRUST TO KILL TEAM WORK RELUCTANT PLAYER

16. THE RIGHT PEOPLE STRONG POSITION POWER, BROAD EXPERTISE, AND HIGH CREDIBILITY GOOD LEADERSHIP AND MANAGEMENT SKILLS CREATE TRUST -OFF-SITE EVENTS -LOTS OF TALK AND JOINT ACTIVITIES

17. DEVELOP A COMMON GOAL SENSIBLE TO THE HEAD APPEALING TO THE HEART

18. DEVELOPING A VISION AND STRATEGY CREATING A VISION TO DIRECT THE CHANGE EFFORT DEVELOPING STRATEGIES FOR ACHIEVING THAT VISION

19. COMMUNICATING THE CHANGE VISION USING EVERY VEHICLE POSSIBLE TO CONSTANTLY COMMUNICATE THE NEW VISION AND STRATEGIES HAVING THE GUIDING COALITION ROLE MODEL THE BEHAVIOUR EXPECTED OF EMPLOYEES

20. EMPOWERING BROAD BASED ACTION GETTING RID OF OBSTACLES CHANGING SYSTEMS OR STRUCTURES THAT UNDERMINE THE CHANGE VISION IDENTIFYING AND DISCUSSING CRISES OR MAJOR OPPORTUNITIES

21. EMPOWERING PEOPLE TO EFFECT CHANGE COMMUNICATE A SENSIBLE VISION TO THE EMPLOYEES MAKE STRUCTURES COMPATIBLE WITH THE VISION PROVIDE THE TRAINING EMPLOYEES NEED ALIGN INFORMATION AND PERSONNEL SYSTEMS TO THE VISION CONFRONT SUPERVISORS WHO UNDERCUT NEEDED CHANGE

22. GENERATING SHORT-TERM WINS PLANNING FOR VISIBLE IMPROVEMENTS IN PERFORMANCE, OR IMPROVEMENTS IN PERFORMANCE, OR WINS CREATING THOSE WINS VISIBLY RECOGNISING AND REWARDING PEOPLE/TEAMS WHO MADE THE WINS POSSIBLE

23. FORMS OF WASTE WATING REWORK MOTION (PEOPLE) TRANSPORTATION (MATERIALS) STORAGE OVER-PRODUCTION OVER-PROCESSING

24. CONSOLIDATING GAINS AND PRODUCING MORE CHANGE USING INCREASED CREDIBILITY TO CHANGE ALL SYSTEMS, STRUCTURES, AND POLICIES THAT DON’T FIT TOGETHER AND THAT DON’T FIT THE TRANSFORMATION VISION HIRING, PROMOTING, AND DEVELOPING PEOPLE WHO CAN IMPLEMENT THE CHANGE VISION REINVIGORATING THE PROCESS WITH NEW PROJECTS, THEMES, AND CHANGE AGENTS

25. WHY MORE RESISTANCE IS ALWAYS AWATING TO REASSERT ITSELF PROBLEM OF INTERDEPENDENCE - WHAT HAPPENS IN SALES HAS IMPLICATIONS TO SUPPLIES ELIMINATION OF FALSE CUSTOMERS INCREASE VELOCITIES

26. ANCHORING NEW APPROACHES IN THE CHANGE CREATING BETTER PERFORMANCE THROUGH CUSTOMER AND PRODUCTIVITITY – ORIENTED BEHAVIOUR, BETTER LEADERSHIP AND EFFECTIVE MANAGEMENT ARTICULATING THE CONNECTIONS BETWEEN NEW BEHAVIOUR AND ORGANISATIONAL SUCCESS DEVELOPING MEANS TO ENSURE LEADERSHIP DEVELOPMENT AND SUCCESSION

27. WHAT IS CULTURE CULTURE REFERS TO THE NORMS OF BEHAVIOUR AND SHARED VALUES AMONG A GROUP OF PEOPLE IT POWERFULLY INFLUENCES HUMAN BEHAVIOUR ITS DIFFICULT TO CHANGE AND BEING INVISIBLE MAKES IT HARD TO ADDRESS DIRECTLY YOU CANNOT EASILY MANIPULATE

28. ANCHORING CHANGE IN A CULTURE REQUIRES A LOT OF TALK -WITHOUT VERBAL INSTRUCTION AND SUPPORT, PEOPLE ARE OFTEN RELUCTANT TO ADMIT THE VALIDITY OF NEW PRACTICES MAY INVOLVE TURNOVER -SOMETIMES THE ONLY WAY TO CHANGE A CULTURE IS TO CHANGE KEY PEOPLE

29. TELKOM KENYA LIMITED ANCHORING CHANGE IN A CULTURE MAKES DECISION ON SUCCESSION CRUCIAL - IF PROMOTION PROCESSES ARE NOT CHANGED TO BE COMPATIBLE WITH THE NEW PRACTICES, THE OLD CULTURE WILL REASSERT ITSELF