Change Management – a change for good

1. Change Management –a change for good By- PujaBarthakur 17th March, 2014

2. The Eagle Metaphor…

3. Agenda for Change

4. The Concept of Change Future Past Now ..the change continuum.. people systems strategy values structure processes skills methods What changes! “Change management is the application of a structured process and tools to enable individuals or groups to transition from a current state to a future state, such that a desired outcome is achieved.” - Prosci

5. Dimensions of Change and response Goals of Change Operational strategy People and organization Performance management Process and policy Technology and data Response to theperceived Change Commitment Challenged Creativity Innovation Anxiety Resistance Confusion Accomplishment High Energy Learning Productivity Relief Unsure Ambivalence Excitement Anticipation Confusion Reservation Denial Transition Zone New Beginning Before Implementation Skepticism Exploration

6. AB Change Management Handling all problems during the process

7. Need of Change Management… Why Change Management ? •To manage large scale programme •To manage Complexities of new environment

8. Components of Change Management To create an appropriate, dedicated, capacity to priotize, conceptualize, develop and manage your processes Capacity Building Change Management To enable collation, organizing, & facilitation of knowledge-sharing amongst stakeholders across the organization Knowledge Management

9. Change Management Models • Lewin’s model • Lippit, Watson and Westley model • Prochaska and DiClemente Model • John Kotter’s 8 step process • ADKAR change Model • Kubler-Ross Change Model • Richard Bekhar Change Model • William Bridges Change Model • ……………………..Etc etcetcetcetcetc…what all they talk about? TRADE MARK

10. 10 Principles of Change Management

11. 10 Principles of Change Management-continue…

12. Jack welch’s six rules

13. 8-stage process of change

14. Challenges in Capacity Building

15. Challenges Of Knowledge Management

16. “All progress requires change. But not all change is progress” John Wooden

17. Why Change fails? 10 reasons A multitude of contributing factors may inhibit the success of a Change initiative: • Unclear vision and case for Change • Weak sponsorship • Poorly aligned Change leadership, especially frontline and middle • Lack of widespread involvement • Underestimating the time and complexity involved • Lack of skills • Ineffective teamwork • Resistance goes underground • Failure to monitor a changing external environment • Shifting priorities or competing distractions People can “make it or break it” “Need to Have” v/s “Nice to Have” lever for successful transformations

18. Leading Change - Our Point of view

19. A STANDARD Framework for measuring change Leadership Commitment & Behavior Clear Shared Vision 4.3/5 3.6/5 Need for Change 1 People Involvement 2.6/5 3.4/5 2 3 4 5 2.6/5 3.5/5 Performance Measures Supporting Structure & Process

20. Metrics for measuring change

21. Change in a Department or Division Early language is lofty and full of jargon – the programme is seen as coming from the centre, rather than participative – employees fail to engage and progress is drastically slowed down Vision A technically excellent design fails to remember that many departments’ create value by caring about their version of citizens– the solution is seen as compromising staff personal values and interests Political fighting between stakeholders slows decisions, wastes time and is quickly seen by staff Political or Highest bureaucrat level leaders are not committed – they look for a way out at the first sign of trouble The impact of change management is not measured – section officers cannot tell what is working and what isn’t, time is wasted doing the wrong things No-one reflects on learning – HODs and officers do not learn how to lead change more effectively in the future  Officers fail to recognise subtle people aspects, e.g., slow decision-making damages momentum and interventions don’t achieve the desired outcomes – extra work is needed to 'fix' issues Define the Future People requirement is not understood early enough and leaders fail to build people support. Time is lost negotiating with activists/people after staff opinions have been formed by rumour rather than fact Change skills not identified and built – implementation is slowed down No effort is made to understand the new ways of working that are required – staff productivity and retention are impacted Leaders do not create the right governance or in build the skills in the project team, which leads to delays and poor decision-making Plan Implement Sustain The context and history of change are not considered – communication from top is scorned by staff who have 'seen it all fail before' and change fatigue is ignored, leading to poor staff morale and low levels of support The change plan is a stand alone document, change is not integrated into decision making, leading to competing priorities, poor project management and delays Leaders fail to engage field staff on their terms. Line Managers are involved too late and have to invest lots of time to win back their team’s support Leaders fail to recognise that some people may not want to stay – under-capacity causes delays The programme declares victory before new ways of working are embedded or before ways of keeping the new capability fresh are defined  ££ ££ ££ ££ ££ ££ Project delay/overrun/cancellation Unrealised benefits Staff attrition/reduced capacity Lost brand credibility in market Reduced staff productivity Failure to learn and improve

22. For a successful change management

23. Conclusion • To be detailed Case Study • Bata Japan case study • Haryana Water supply case study • Maharashtra Nasik hospital case study • Japanese Company in Gurgaon • Rajasthan SME change management • Honeywell Case study

24. Tips…

25. Thank You….