All AboutManaging Change.

‘A Case Study of Pepsi-TMC Collaboration to Build Pepsi-A Globally Inclusive Organization.’

Presented by:

Abhay Narayan Singh

Aakriti Sharma

Chandra Shekhar

Kishna Rai

Kunjan Kumari

Priyanka Sharma

Pallavi Shukla

Ranjeet Yadav

Presented By:

Aakriti Sharma Abhay Narayan Singh Chandra Shekhar Kishna Rai Kunjan Kumari Pallavi Shukla Priyanka Pachauri Ranjeet Yadav

Moving From Diversity Management to Creating A Inclusive Organization.

Inclusion is - ???

Organizations with global presence are striving to create inclusive work environments:-

Inclusive organizations can leverage on its diversity and people’s unique talents effectively.

The Scope of the Project

‘The Power of One’.

Sensitivity to differences and appreciation for

diverse perspective and opinions.

Segregate - an inclusive work culture thought out the

work-force.

Unbiased talent appraisal, respect and value

addition to every employees and -effective diversity

management.

The Challenge:

Changing Business Environment.

Changes in Consumer Market.

Difficult to Nurture and Sustain.

Lack Of Support from Individual Managers.

Gap between beliefs and behavior.

Laying One Stone at a Time

Step 1: Need Determination.

Step 2: Objectives.

Step 3: Plan the Change-Done by TMC

Step 4: Simultaneous actions

Step 5: Mid Process Evaluation

Step 6: Results and Corrective Action

Kotter’s 8 Step Change Model

Need

Determinatio

n

•Create a globally inclusive organisation where every employee treats others with respect and fairness

•Needed to survive in a globally competitive environment.

Objective

•Leverage differences and similarities for maximum performance.

Plan the Change-Done by TMC

•Local Ownership & Relevance-"Chartering the Journey

•Individual awareness and acceptance of cognitive and emotional requirements for change were addressed.

•Inclusive Leadership Programs.

•Development of tools to help leaders further their practice and enhance their skills.

Simulataneous actions

•Diversity and Inclusion Practitioner Certification Program For Leaders

Mid Process Evaluation

•While the process continues, initial results were very promising.

Results

and Correctiv

e Action

•Evaluation of the results to check for the projected targets versus the achieved ones

Change Matrix

Nature of Change Incremental Discontinuous

Anticipatory Tuning Improving, enhancing, developing :first-order change

-

- - -

Reactive

- -

• innovation

• market expansion

• talent development

Transformational TypesKey Factors Type 1

Entrepreneurial to Professional

Type 2Revitalization

Type 3Business Vision

Organizational Environment

- -

Business Concept- - -

Building blocks of Organizational success

-

Change needed in markets, services, resources, operational and measurement systems and culture

-

Organizational size- - -

Application of Weber’s ideal Bureaucracies

• Equality-

• Goal-directed, rational manner and emphasize technical expertise.

• Impersonal- “Driving global cultural change has to take into account the specific cultural and management biases.

• Competence.

Application of Weber’s ideal Bureaucracies• Specialization and Division of labor, the lines of authority

and responsibility within the system become very clear cut.

• Rigidity.

Initial Achievements of the TMC Program. Increased awareness and understanding of D n I. Acceptance of the concept seeped in among leaders with

radical change in their behavior. D n I became part of Future Leadership Development

programs. Observed growth in key competencies of workforce related to

inclusiveness. Operational successes, cross-functional teams, selection

processes and innovation initiatives. Increase in representation of women. Benefited by the use of shared vocabulary and reference

points. Increased awareness of prejudices & measures to deal.

About Organizational Change.A Summary…

Takes time and patience.Being inclusive involves addressing emotions and may

create discomfort at the beginning.Awareness raises Expectation.Commitment from leaders – Modeling Inclusive Behavior. Local Relevance of Inclusion is critical.Every Individual needs to represent the Change.Success lies in ability to ‘decode’ inevitable cultural

biasness and acknowledge it in context with the D n I. Commitment by the leaders and the influencers to keep

Inclusion a fresh and compelling focus of the Organization.

About Organizational Change.A Summary…

Continued focus on tools, skills, capability development & their implementation.

Constant monitoring on action part.Develop leaders of Change from within the various lines

of business and not just from support system. A Global knowledge network through which experiences,

lesson learned, and practices can cross-pollinate.

Questions….???