1. Leading CHANGE and
TRANSFORMATION

2. When the rate of change outside
exceeds the rate of change inside,
the end is in sight”
Jack Welch

3. Forces of CHANGE

4. VIRTUAL ORGANIZATIONS

5. DIGITAL CONVERGENCE

6. KNOWLEDGE ECONOMY

7. PRIVATIZATION

8. Two Sides of CHANGE

9. TECHNICAL Side of CHANGE

10. HUMAN Side of CHANGE

11. Principles of CHANGE

12. CHANGE is ENABLED

13. Not MANAGED

14. CHANGE must be LINKED

15. Measurable PERFORMANCE GOALS

16. CAPACITY for CHANGE MUST exist

17. SYSTEMATIC view facilitates CHANGE

18. CHANGE

19. Organizational TRANSITION

20. Personal TRANSITION

21. Resistance to change is predictable
reaction to an emotional process and
depends on a person’s perception of a
change situation

22. Change strategies are situational

23. Activities contributing
effective Change

24. 1. Motivating CHANGE

25. 2. Creating Vision for CHANGE

26. 3. Developing support for CHANGE

27. 4. Managing transition for CHANGE

28. 5. Sustaining CHANGE

29. Motivating CHANGE

30. Motivating CHANGE
Sensitize organizations to pressure for change

31. Motivating CHANGE
Reveal discrepancies between current and desired states

32. Motivating CHANGE
Convey credible positive expectations for the change

33. Strengthening or adding driving forces
Removing or reducing restraining forces
Changing the direction of some of the forces Change
CHANGE

34. BARRIERS to CHANGE

35. BARRIERS to CHANGE
RESISTANCE to CHANGE

36. BARRIERS to CHANGE
Limitation of Existing SYSTEM

37. BARRIERS to CHANGE
Lack of existing COMMITMENT

38. BARRIERS to CHANGE
Lack of LEADERSHIP COMMITMENT

39. BARRIERS to CHANGE
Unrealistic EXPECTATIONS

40. BARRIERS to CHANGE
Lack of CROSS FUNCTIONAL TEAM

41. INDIVIDUAL RESISTANCE

42. 1. HABBIT

43. 2. ECONOMIC FACTORS

44. 3. JOB SECURITY

45. 4. FEAR OF UNKNOWN

46. ORGANIZATIONAL RESISTANCE

47. 1. POWER

48. 2. THREAT FOR RESOURCE
ALLOCATION

49. 3. STRUCTURAL RESISTANCE

50. 4. LIMITED FOCUS

51. 6. GROUP INERTIA

52. 4 PHASES OF
CHANGE TRANSITION

53. DENIAL
PAST

54. RESISTANCE
PAST

55. EXPLORATION
PRESENT

56. COMMITMENT
PRESENT

57. OVERCOMMING RESISTANCE TO CHANGE

58. BY EDUCATING PEOPLE

59. BY PARTICIPATION & INVOLVEMENT

60. BY NEGOTIATION

61. BY FACILITATION & SUPPORT

62. BY MANIPULATION

63. SKILLS of CHANGE AGENT

64. Understands the dynamics of CHANGE

65. Appreciates DIVERSITY

66. CREDIBILITY

67. MULTITASKING

68. CHANGE MANAGEMENT - Best Practices

69. CHANGE ARCHITECTURE
There must be explicit strategy and structure which
define the nature and sequence of specific activities
and resources required to facilitate the change
process.

70. CHANGE COMMUNICATION
Communication infrastructure and plan must be in
place to build awareness of change goals,
communicate progress toward attainment of these
goals, and encourage collective ownership of the
change process and outcomes

71. PERFORMANCE MANAGEMENT CHANGE ENABLEMENT
Recruiting, training, measuring and rewarding - all
must be aligned to drive new behaviors in support
of the business vision.

72. LEADERSHIP
Leaders’ values and behaviors must be aligned with
the business vision; leaders possess the skills to
drive the change process to completion, and accept
the responsibility for doing so Leadership Capacity
Team & Individual Capacity

73. TEAM WORK
Leaders’ values and behaviors must be aligned with
the business vision; leaders possess the skills to
drive the change process to completion, and accept
the responsibility for doing so Leadership Capacity
Team & Individual Capacity

74. CULTURAL CAPACITY CHANGE
The organization must assess the alignment of the
current culture with the change process and built
new values and behaviors as appropriate to support
it.

75. CONCLUDING THOUGHTS

76. CONCLUDING THOUGHTS
“It is generally much easier to kill an
organization than change it
substantially.”
Kevin Kelly, Out of Control

77. CONCLUDING THOUGHTS
“Change the rules before somebody
else does”

78. CONCLUDING THOUGHTS
“Who is MASTER of Changing the rules
of the game before somebody else does
it ….. GUESS?”

81. FINAL THOUGHTS
Change all rules
Learn to forget
Do it yourself
Waste
Re Imagine
Be silly
Be angry

82. STAY FOOLISH
STAY HUNGRY

83. Thank You!
You can reach me at:
Vinod.sharma@jimkanpur.ac.in
Credits for Images used – flickr/ Slideshare/ corbis/and many more