presentation 7912 change mgmt.ppt

7/30/2019 presentation 7912 change mgmt.ppt

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Managing Change,

Transformation,

Enhancing Competitivenessby

Team of Pragati project,UPRVUNL

7-9-12



“For time and the world do not stand

still. Change is law of life. And those

who look only to the past or the

present are certain to miss the future”.

John F. Kennedy, Late American

President.



Of the original fortune 500 companiesin USA in 1955, only 70 companies

exist independently 56 years later.

From 2000 to 2010 , about 50% largecompanies have disappeared



Once there upon a time UP ownedHydel department, followed by

UPSEB, which on unbundlingconverted to many functional

PSUs.



Change Management

• The process of renewing the organization’s direction, structure and capabilities to serve the ever-changing needs of all the stake holders including customers and employees.

• Change requires response: Organizations( and individuals) have varying abilities to respond to change as fast as the pace of change in its environment, the organization

will fall behind, decline, and disappear.• Most change fail: Only 20 to 25%of

initiatives ( e.g. quality) are successfully

implemented



A Model for Managing Organizational Change

Forces initiating change

Sponsor/Change Agent

Target for change

•Structure?

•

Technology?•Organizational processes?

.Culture?

•Polices?

Change Process Implementation

Unfreeze Move Refreeze

Evaluation of Change

Organizational Effectiveness /Improvement

FeedbackDeterminants

Organizational

Initiator

Intervention

Strategies

Implementation

Results





Environmental triggers of change - PEST

ORGANIZATION

•Government and regulators

•Government ideology

•Universal rights

•Industrial Relations

•Judiciary

•Media

•Demographic trends (customers & employees)

•Lifestyle changes/ Gen X & Y Aspirations

•Attitudes to work / innovate

•work ethics/ culture

•Corporate Social Responsibility

• Latest technologies e.g. IT, internet

•New production processes/ shorter product

cycle

•Computerization of processes

• Availaibility and cost of resources

• Demand and supply

•Competitors

•Government economic policies

• External economic policies

•Changes from public to private ownership

Political factors

Socio-cultural factors Technological factors

Economic factors









Approaches to managing organizational change

• Lewin & Lippitt’s (3) three-step model

UNFREEZE

DESIRED STATE

REFREEZE

CHANGE / MOVE

Restraining forces

Driving forces (PEST)

Current state



Unfreezing the status quo

creation of motivation to change

→Present behavior/ attitudes must be disconfirmed→Discomfort/ disconfirmation will lead to anxiety to motivate a

change

→Create psychological safety for change

Moving to a new statedeveloping new attitudes and behavior→ Identification with a role model, mentor or friend

→ Scanning the environment for information specially relative to one’s

particular problem

Refreezing the change

stabilizing the changes → Allow testing of new attitudes and behavior

→ Team training better than individual training



Resistance to change

• Individual resistance

– Habit

– Security(eg. job , status/importance etc)

– Fear of the unknown

– Selective information processing

• Organizational resistance

– Structural inertia

– Group inertia

– Threat to expertise

– Threat to established power relationships

– Threat to established resource allocations



Overcoming resistance to change

• Education and communication

• Participation

•Facilitation and support

• Negotiation

• Manipulation and co-option

• Coercion



How we are going to change

Communication

A plan for frequent, consistent

messages that reiterate the Desired

State.

Learning Planning for learning sessions thatprovide knowledge, skills, and

competencies that support the desired

state

Rewards

plan for a series of frequent and

appropriate reinforcement of the

changes throughout the Delta State.



What is ‘successful’ change?

• Improved business performance in chosen domain / market place

• Positive financial performance and sustained growth

• Customers notice no drop in service levels, but do noticeimprovements in service or products

• Customer ‘delight’ leads to their ongoing loyalty

• Organization benefits from continuous innovation and an increase inknowledge capital

• Organization has a successful image in the market place, a good

market position

Enabling conditions:

• Employees willingly modify their skills, behaviors and performance to

what is required.

• Employees enhance their sills and experience as a result of the change

• Employees learn to become flexible and adaptable to ongoing change efforts.

• Employees remain committed to the organization





The process of radical organizational change

Assess the current situation with respect to external environment e.g. NTPC , IPP.

Journey for desired state after change starts, to pass through uncertain ,uncomfortable phase of transition.

Identify gaps between benchmarking processes and company’s capabilities and

performance with respect to competitors.

Decide incremental change or transformational change based upon sense ofurgency. UPRVUNL, BoD approved for transformational change.

Start of PRAGATI Project . Services by vendor to provide requisite resources.

Roles to be played during change by Sponsors, Change Champions, End users &Advocates. Conduct interactive communication sessions.



Develop commitment in the participants to attain goals of change , otherwise payprice of status -quo.

Resistance to change. Improve ability and willingness of end users during transientperiod.

Promote architectural development process.

Foster in people the resilience power. Develop skilled sponsor, champions, endusers and advocates within organization.

Solve implementation challenges. Use help-desk, unified communication and handheld support system, develop willingness and skills for synergy in efforts

Measure, report progress and monitor project milestones.

Have consistency and persistence.

Project Closure.

.



The Human Side of Change — Three Important Phases



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presentation 7912 change mgmt.ppt