Gad K. Gasaatura, MSc. Senior Management Consultant (Corp. Gov’ce & Leadership Development)

1. Gad K. Gasaatura,MSc.Senior Management Consultant(Corp. Gov’ce & Leadership Development) gasatura@imul.com • Director/ New Vision Media Group • Chairman/ Uganda Electricity Distribution • Director/ Diamond Trust Bank (U)- Chairman/ BAC • Founder-Member/ Institute of Corp. Governance (U)

2. Managing CHANGE • Coping with: • Change Management • Organisation Development Makerere University, Kampala November 28 & 29, 2011

3. Managing CHANGE- In view of Competition • Coping with: • Change Management • Organisation Development "Every morning in Africa, a gazelle wakes up … must run faster than the fastest lion or it will be lunch! Every morning in Africa, a lion wakes up … must run faster than the slowest gazelle or it will starve … It doesn't matter whether you are a lion or a gazelle; when the sun comes up, you'd better be running.“

4. Managing CHANGE- In view of Competition • Shared Governance in Universities ... • Issues in university governance • Due to the influences of public sector reforms, several authors (Kezar and Eckel 2004; Lapworth 2004; Middlehurst 2004) point out that next to the concept of shared and participative governance a new form of governance has emerged, i.e. the notion of corporate governance of institutions that has increasingly become a more dominant approach to tertiary management. According to Lapworth (2004: 299-314), the rise of the notion of corporate governance and the decline of the shared or consensual governance can be seen to be a result of the decline in academic participation, growing tendency towards managerialism and the new environment where the universities are operating.

5. Makerere University, Kampala90 years and Counting:(1922 - 2012) • BACKGROUND: • Makerere University … Oldest; still the largest most prestigious University in Eastern Africa; Continental & Global Ratings RISING!!! • 1922 Originally set up as a ‘Technical School’; • (1911 …Only Katigondo National Major Seminary, Masaka, older Institution of Higher Learning); • 1949 Became … Makerere University College; • 1963 Makerere became the University of E. Africa, offering general degrees from the University of London; • 1970 Becomes independent, as Makerere University, Kampala – alongside sister Universities of Nairobi & of Dar es Salaam

6. Makerere University,Past Glory …. • Makerere – the early ‘Crib’ for many of Africa’s post-Independence leaders: • President Julius Nyerere .. ? Hall ? • Presid. Benjamin Mkapa; • President Mwai Kibaki; • Oginga Odinga • Many other prominent authors, scientists, .. • Including: Ngugi wa Thiongo (Kenya); David Rubadiri (Malawi); and Okot p’Bitek (Uganda)

7. Makerere University,In the Present Glory …. • Makerere University’s … ‘Overheating’ Innovation section? • Participation in the MIT M/V project … • ‘Our own’ – EV Kiira Car!!! • ‘Maka-Pads’ • Briquettes; Solar Power; etc • What’s next?

8. Makerere University,The Need For Change! 1970 MUK Intake … Approx. 1,600 students per year; 2010 40 years later; Intake … approx. 16,000 students per year! By 2010: Over 20 Faculties, Institutes and Schools; Offering different programmes for about 36,000 undergraduates & nearly 4,000 postgraduates. The growth has been PHENOMENAL!!! CAN THE SAME TOOLS OF 1970, handle today’s much more complex student body and Teaching staff?

9. Makerere UniversityConsidering Change: • What is OD? - • Richard Beckhard, an authority on Organization Development (OD) & Change Management, defines Organization Development as: • “.. An effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge" (Beckhard 1969). • In short: • The Organisation Development (OD) is a planned system of change.

10. Makerere UniversityConsidering Change: • Key principles: • Change management requires both an individual and an organizational perspective • ‘ADKAR’ - presents an easy-to-use model for individual change • The 3-phase process gives structure to the steps project teams should take

11. Makerere UniversityPreparing for Change: • The first step in managing any type of organizational change is understanding how to manage change with a single individual. • Prosci's model of individual change is called ADKAR - an acronym for Awareness, Desire, Knowledge, Ability and Reinforcement. In essence, to make a change successfully; • Because it helps one outline the goals or outcomes of successful change, ADKAR is an effective tool for; • Involves Planning change management activities • Diagnosing gaps • Developing corrective actions • Supporting managers and supervisors

12. Makerere UniversityPreparing for Change: • Phase 1 - Preparing for change • The first phase in Prosci's methodology is aimed at getting ready. It answers the question: "how much change management is needed for this specific project?" The first phase provides the situational awareness that is critical for effective change management. • IS AN ORGANIZATION READY FOR OD? • There is a ‘Rule of Thumb’ formula (3, 4), which we can use to decide if an organization is ready for change: • Dissatisfaction x Vision x First Steps > Resistance to Change • This means that three components must all be present to overcome the resistance to change in an organization: Dissatisfaction with the present situation, a vision of what is possible in the future, and achievable first steps towards reaching this vision.

13. Makerere UniversityPreparing for Change: • Dissatisfaction x Vision x First Steps > Resistance to Change • If any of the three is zero or near zero, the product will also be zero or near zero and the resistance to change will dominate. • This model may be used as a quick diagnostic aid to determine if change is possible. OD can bring approaches to the organization that will enable these three components to surface, so we can begin the process of change.

14. Makerere UniversityPreparing for Change: • Prosci’s Phase 2 - Managing change • Focused on creating the plans that are integrated into the project activities - what people typically think of when they talk about change management. • Typically – should create plans to help individuals move through the ADKAR Model. • Outputs of Phase 2: • Communication plan • Sponsor roadmap • Training plan • Coaching plan • Resistance management plan • Conclusion: • The linkage between individual change management and organizational change management is the key - and is what sets Prosci's approach apart from other change management methodologies. There are numerous models available that address individual change. There are also numerous models available that give guidance and structure to project activities for change management resources. The difference with Prosci's methodology is that it integrates individual change management and organizational change management to ensure the achievement of business results. • The image below shows the connection between the change management tools developed in the organizational change management process and the phases of individual change described by the ADKAR model. This picture is the essence of effective change management and is the core of Prosci's change management methodology.

15. Makerere UniversityPreparing for Change: • Prosci’s Phase 3 – Reinforcing Change • Equally critical but most often overlooked - a process helps project teams create specific action plans for ensuring that the change is sustained. • In this phase, project teams develop measures and mechanisms to see if the change has taken hold, to the see if employees are actually doing their jobs the new way and to celebrate success. • Outputs of Phase 3: • Reinforcement mechanisms • Compliance audit reports • Corrective action plans • Individual and group recognition approaches • Success celebrations

16. Organisation Development& Change Management • UNDERSTAND: • Planned OD - takes a long-range approach to improving performance and efficiency. No (usual) "quick-fix“; • Organization-wide OD - focuses on the total system; • Managed from the top - To be effective, OD must have the support of top-management. … Must model it, not just espouse it. The OD process also needs the buy-in and ownership of workers throughout the organization; • Increase organization effectiveness and health - OD is tied to the bottom-line. Its goal is to improve the organization, to make it more efficient and more competitive by aligning the organization's systems with its people. • Planned interventions - After proper preparation, OD uses activities called interventions to make systemwide, permanent changes in the organization, using behavioral-science knowledge.

17. Change Management:The People side of Change… • HR - people -- certainly can make the difference between organizational success and failure. We need to know how to manage them; • Knowledge workers & the Changing nature of a workplace. Knowledge workers want feedback on their performance, a sense of accomplishment, feelings of value and worth, and commitment to social responsibility. • They want to be more efficient, to improve their time management. And, of course, if we are to continue doing more work with less people, we need to make our processes more efficient. • Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner. • Accelerated rate of change. Taking an open-systems approach, we can easily identify the competitions on an international scale for people, capital, physical resources, and information. • WHO DOES OD? • To be successful, OD must have the buy-in, ownership, and involvement of all stakeholders, not just of the employees throughout the organization. OD is usually facilitated by change agents -- people or teams that have the responsibility for initiating and managing the change effort. These change agents may be either employees of the organization (internal consultants) or people from outside the organization (external consultants.) • Effective change requires leadership with knowledge, and experience in change management. We strongly recommend that external or internal consultants be used, preferably a combination of both. ("These people are professionals; don't try this at home.") • Bennis (2) notes that "external consultants can manage to affect ... the power structure in a way that most internal change agents cannot." Since experts from outside are less subject to the politics and motivations found within the organization, they can be more effective in facilitating significant and meaningful changes.

18. Change Management:The People side of Change… • Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we argue that we should attack the problems, not the symptoms, in a systematic, planned, humane manner. • Accelerated rate of change. Taking an open-systems approach, we can easily identify the competitions on an international scale for people, capital, physical resources, and information.

19. Change Management:The People side of Change… • OD requires the buy-in, ownership, and involvement of stakeholders, OD is usually facilitated by change agents -- people or teams that have the responsibility for initiating and managing the change effort. • Change agents may be either employees of the organization (internal consultants) or external consultants. • Effective change requires leadership with knowledge, and experience in change management. External or Internal consultants recommended to be used, preferably a combination of both. • Take note of, and manage the ‘Organisational politics’

20. Session Summary Objectives • Appreciate the ‘Need for Change; & The need to Measure What We Manage’; • Gain a better understanding of ‘Balanced Scorecard’ as a Strategic tool; • Help others to understand and to cope.

21. These are tough times: • But the tide of change is the only constant; No other status is permanent …; And: • “It is not the strongest of the species, nor the most intelligent that survives; It is the one that is most adaptable to change” – Charles Darwin

22. The ‘XYZ’ organisational structure was analysed XYZand found to have signs of stress due to rapid, unstructured growth Current situation Gaps Corporate governance and business management across the organisationis managed by representation of the CEO at board level and hands on management Capacity to successfully integrate additional responsibilities in the organisation, within the current structure and localised responsibilities Clear roles and responsibilities within the organisation Roles and responsibilities are not clearly defined, creating operational stress for individuals. Standardised Job Descriptions and performance management linked to clearly defined roles and responsibilities The lack of standardised structure does not allow for measurable, relative performance management across the organisation Career progression is unclear due to unclear roles and responsibilities Clear career path through staff development and advancement .

23. New organisational structures have been developed demanding new, clear and concise job descriptions which can be replicated across the region Designing job descriptions and scorecards followed a structured process 1 • Job descriptions developed for senior manager roles, including regional responsibility • Job descriptions developed for in-country roles

24. The design of an organisation capable of delivering the planned organic growth capable of delivering desired results • Structures have been presented to the Board and approved for implementation on a phased basis, based on resource capacity • Business integration processes have been defined and governance structures recommended to support implementation and the efficient operation of the new structure • Job descriptions, roles and responsibilities have been documented • Scorecards have been built to provide for performance management and control • The HR systems, strategies and policies have been reviewed and integrated • A change management plan is presented to support the implementation process Strategy for growth Clear roles and responsibiities Business integration processes Group and country structures Job Descriptions & scorecards HR systems & processes Change management plan

25. END • THANK YOU