SHR Technology 40

Change Management
Creating competitive Organization through Change Management

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

Quote

A revolutionary confluence of technological change has set the stage for a new environment that will empower individuals as never before.
- John Naisbitt, American social forecaster, Newyork, 1994

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

Technology Objectives

To understand the change management principles. To develop strategy for effective management of change in the complex business environment. To hold the gains of change process with consolidation and stabilization process in the organization.

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

Technology define

Change Management is a process of metamorphoses that happen with the time in the organization system, processes, product, culture, etc. and effective management of such process for the organizational excellence.

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

Technology Knowledge Management Every organization dread to change where as change is inevitable part of life / organization Change provides challenges to be overcome and sustain Impact and magnitude can be measured through TROPIC Time scale, resources, objectives, perception, interest, control & source Managing change is a multidisciplinary activity Involvement of employees in the change management process, smoothens the change Role of a leader / top management is vital
Ashok Chanda, AMA, Ahmedabad

H c ge art S i t

Strategy formulation
One of the most fundamental steps in achieving the successful implementation of change is that of obtaining a shared perception amongst those affected, concerning their viewpoint regarding the issue and implication associated with the change. If the problem owner can reach a point at which all those parties with a vested interest in change view it in such a way as to see common objectives and mutual benefits, then a great deal of progress in change management can take place.
H c ge art S i t

Ensure that there is actively encouraging collaboration. Change management of all but the simplest projects is a multidisciplinary group activity. Every one must be pulling in the same direction.

Senior management must be clearly identified with the project.

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Ashok Chanda, AMA, Ahmedabad

Process
Step - I Step - II

Problem / System specification and description to isolate and determine the system interactions, relationships and cultures. Formulation of success criteria by setting of objectives and constrains, and generating options to the original objectives. Identification of performance quantifiable measures, such as cost, saving, volume, labor and time. Generation of options to solutions. Options are evaluated against the previously determine change objectives. Development of implementation strategy. Package the findings into a coherent whole and introduce the change to the system. Consolidation of the changes with right kind of support of communication
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Step - III Step - IV Step - V Step - VI Step - VII

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Step - VIII

Ashok Chanda, AMA, Ahmedabad

Technology value Addition

Potential Gains Change is a way of life. Organization and their employees must recognize the need to adopt strategic approaches when facing transformation situations. Change started at one point can lead to some where else; hence understanding complexity through change management concept is important. Defense Organization and the managers must recognize the change, in itself, is not necessarily a problem. The problem often lies in an inability to effectively manage change. Sometime not only the adopted process be wrong, but also the conceptual framework may lack vision and understanding. Change initiatives fails in the organization due to growing inability of managers to appropriately develop and reinforce their role and purpose within complex, dynamic and challenging organizations.
Ashok Chanda, AMA, Ahmedabad

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Smith Kline Beecham, USA

SKB Irvine, where the rate of introduction of change had accelerated since the merger of Smith Kline with Beecham. The tried and tested activity driven processes which had been the main experience at SKB had been found wanting in respect of the resource requirements to complete implementation. Frustration and disillusionment can be the order of the day as limited progress is achieved inside the design team, whilst outside other struggle to maintain the status quo. On the other hand, a BPR approach would have been completely inappropriate if the need of the workforce were bypass to deliver reduced cost with fewer but less motivated and more highly stressed employees. Crucial to delivering he required change process is the change agent, who must be suitably equipped with the appropriate skills and the necessary charisma to tackle the complex issues hand on. SKB started off with external change agents and then developed, with limited success, its own team of internal facilitators.
(Source: Change Management, Paton and McCalman, sage publications, New Delhi, 2000, pg. 245.)

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

Nortel Networks Nortel Networks is a leading multinational data and voice telecommunication company employing over 80000 people worldwide. It supplies much of the worlds voice and data communication equipment including optical network systems. It was one point of time critical to get the organization to move from being unconsciously unaware to being consciously unaware of the need to address the people side of this large organization because of highly technical and tool focussed culture at Nortel. The company developed Change Capabilities Evaluation Program. It was designed as a self assessment and monitoring device to assist the organization in preparing the people for the significant changes the supply chain management initiative and tailed. The Change Capability Evaluation(CCE) is a three volume series that included a guide, a tool kit with the tools and specific instructions on their use, and a resource manual to give background and theoretical underpinnings and to link the CCE clearly into monitoring process for the total initiative.
(Source: Carter, Giber and Goldsmith, Best Practices in Organization Development and Change, Linkage Inc., 2001, pg 40

H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

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H c ge art S i t

Ashok Chanda, AMA, Ahmedabad

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