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This document covers the origin ,
the plan, the framework, strategy
and process steps towards change
management
Engineering Escape-
Transformation
Project2011
Author:Dr. Sarma- 15-july-2011
Dr.sarma/2011/change
mgt/sk1
1. Change management - Project
The following is a case study -frame work adopted-and presents the
strategy/plan/process and key steps involved in organizational transformation.
2. Why change:
This question was raised at the executive management committee when faced with
stunted growth, falling margins, growing competition.The vision is to move quickly
from 10 million to 100 million
3. Examine: SWOT
Strength: BI skill pool, loyal customer base
Weakness: Market penetration, brand image, limited geographic cover, lack of skill
in big data
Opportunities: Large BI market Potential
Threats: competition lowering bill rate
The CEO’s image of the company was based on what he believed in. while reality
was that the company
Was far more dependent on software services, which they were prevising for 15
years.
The CEO asked the trigger question to accelerate growth- how do we move from 10
million to 100million in 5 years and become super category killer in BI domain
What are those things that we don’t do and we start doing that will propel growth
What are those things that we need to selectively abandon?
Dr.sarma/2011/change
mgt/sk2
4. What is our DNA? And what should be?
The vision statement needs reexamination
Mission: Our DNA should be D&A-Data and analytics
market shre/growth
acceleration
offerings/solution
core competencies
revenue/growth
Dr.sarma/2011/change
mgt/sk3
5. The Frame work for change
(ADKAR-Modified)
business need project definition
solution
new habits
implementation
attention
desire
action
knowledge
comprehension
reinforcement
awareness
conviction
skills/Transformation
Dr.sarma/2011/change
mgt/sk4
Phase 1:
Attention: Start telling the management thinking two months in advance
Knowledge—assess current business understanding at floor level
Awareness- create sufficient awareness of the market
Desire—inspire /motivate people to change
Phase2:
Comprehension—keep checking the questions/doubts
Conviction—prepare those who are easily convinced
Action—get them to learn new skills
Phase3:
Reinforcement—support with new incentive plan for PCGP
Transformation- aim at more fellows
Phase4:
The sponsors-HR -Head/CEO/CSO
The leaders-PALS
The influencers-P/AP/EM
The target-P/AP/EM/SrC/C
Point 1: To move from good intentions to good results, realize that effective change
management is more than just a few communication steps
Point 2: To move from good intentions to good results, realize that the “change
leaders “may be “living” in the future state, while everyone else “the people to be
changed” are s living in the past or present state
Point 3: To move beyond good intentions, effective change management MUST
focus on enablingindividual’s tochange
Point 4: Individual change gradual process
Dr.sarma/2011/change
mgt/sk5
Point 5: To move faster select and use the tools available
Point 6: get the right people with positive attitude involved and engaged
Point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
6. Training/coaching
Engineering the Escape: 5 sessions to managers only
Escape velocity—5 sessions- customized for each level
Coverage:100%
PAL /P/-- 2 session 16 hours
AP/EM//PM/Architects- 5 sessions of 8 hours each-40 hours
SR.Consultants/Consultants—6 sessions of 4 hours each-24 hours
Total 10 man days
Every two months
7. Communication:
Use town hall- every two months
All managers to hold one on one
Senior executives-carry out selective breakfast sessions with
consultants
Purpose; removing fear
Dr.sarma/2011/change
mgt/sk6
8. Benchmarking findings
causes of resistance
ïŹ Employees:
1. The Consultants are Not aware of the business need for change
despite transparent communication
2. Lay-offs were feared due to skill redundancy
3. Unsure if they had the skills needed and can develop for success in
the future state
4. Comfort with the current state .i am billing so why bother
5. Believed that they will be asked to do more with less reward.
6. I can earn same pay without additional learning outside
ïŹ Managers:
1. Fear of Loss of power /dilution of status and control
2. Fear of losing people consequently billing resulting in lower earnings
through bonus/incentive
3. Overloaded of responsibilities /lesser compensation
4. Lacked awareness of the need for change
5. Lacked the required skills to build or sell solutions
6. Fear, that it will take more time to transform
7. Who will benefit from change?
i
Dr.sarma/2011/change
mgt/sk7
9. To succeed in change address both the technical
and the people side
Solution is designed, developed –hire data scientists/solution
engineering teams/SME in health care/insurance vertical
and delivered effectively
(Technical side)
Solution is embraced, adopted and utilized effectively
(People side)= CHANGE SUCCESS
Dr.sarma/2011/change
mgt/sk8
10. Armored Employee
5 levels of competency maturity/growth path.
Each Consultant to be assessed after they complete the
requisite number of courses every year.
Support systems: PRESCRIPTIVE CAREER GUIDANCE PLAN.-
PCGP
Skill port.- 200 courses across 7 dimensions-Target 40 hours
per quarter-use external programs selectively
Assessment center-annual assessment
Square
Steward
Crusader
Knight
Fellow
Dr.sarma/2011/change
mgt/sk9
The new role requires –unlearn and relearn certain habits; especially the way sales
is done

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Change management case study

  • 1. This document covers the origin , the plan, the framework, strategy and process steps towards change management Engineering Escape- Transformation Project2011 Author:Dr. Sarma- 15-july-2011
  • 2. Dr.sarma/2011/change mgt/sk1 1. Change management - Project The following is a case study -frame work adopted-and presents the strategy/plan/process and key steps involved in organizational transformation. 2. Why change: This question was raised at the executive management committee when faced with stunted growth, falling margins, growing competition.The vision is to move quickly from 10 million to 100 million 3. Examine: SWOT Strength: BI skill pool, loyal customer base Weakness: Market penetration, brand image, limited geographic cover, lack of skill in big data Opportunities: Large BI market Potential Threats: competition lowering bill rate The CEO’s image of the company was based on what he believed in. while reality was that the company Was far more dependent on software services, which they were prevising for 15 years. The CEO asked the trigger question to accelerate growth- how do we move from 10 million to 100million in 5 years and become super category killer in BI domain What are those things that we don’t do and we start doing that will propel growth What are those things that we need to selectively abandon?
  • 3. Dr.sarma/2011/change mgt/sk2 4. What is our DNA? And what should be? The vision statement needs reexamination Mission: Our DNA should be D&A-Data and analytics market shre/growth acceleration offerings/solution core competencies revenue/growth
  • 4. Dr.sarma/2011/change mgt/sk3 5. The Frame work for change (ADKAR-Modified) business need project definition solution new habits implementation attention desire action knowledge comprehension reinforcement awareness conviction skills/Transformation
  • 5. Dr.sarma/2011/change mgt/sk4 Phase 1: Attention: Start telling the management thinking two months in advance Knowledge—assess current business understanding at floor level Awareness- create sufficient awareness of the market Desire—inspire /motivate people to change Phase2: Comprehension—keep checking the questions/doubts Conviction—prepare those who are easily convinced Action—get them to learn new skills Phase3: Reinforcement—support with new incentive plan for PCGP Transformation- aim at more fellows Phase4: The sponsors-HR -Head/CEO/CSO The leaders-PALS The influencers-P/AP/EM The target-P/AP/EM/SrC/C Point 1: To move from good intentions to good results, realize that effective change management is more than just a few communication steps Point 2: To move from good intentions to good results, realize that the “change leaders “may be “living” in the future state, while everyone else “the people to be changed” are s living in the past or present state Point 3: To move beyond good intentions, effective change management MUST focus on enablingindividual’s tochange Point 4: Individual change gradual process
  • 6. Dr.sarma/2011/change mgt/sk5 Point 5: To move faster select and use the tools available Point 6: get the right people with positive attitude involved and engaged Point 7: Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual level 6. Training/coaching Engineering the Escape: 5 sessions to managers only Escape velocity—5 sessions- customized for each level Coverage:100% PAL /P/-- 2 session 16 hours AP/EM//PM/Architects- 5 sessions of 8 hours each-40 hours SR.Consultants/Consultants—6 sessions of 4 hours each-24 hours Total 10 man days Every two months 7. Communication: Use town hall- every two months All managers to hold one on one Senior executives-carry out selective breakfast sessions with consultants Purpose; removing fear
  • 7. Dr.sarma/2011/change mgt/sk6 8. Benchmarking findings causes of resistance ïŹ Employees: 1. The Consultants are Not aware of the business need for change despite transparent communication 2. Lay-offs were feared due to skill redundancy 3. Unsure if they had the skills needed and can develop for success in the future state 4. Comfort with the current state .i am billing so why bother 5. Believed that they will be asked to do more with less reward. 6. I can earn same pay without additional learning outside ïŹ Managers: 1. Fear of Loss of power /dilution of status and control 2. Fear of losing people consequently billing resulting in lower earnings through bonus/incentive 3. Overloaded of responsibilities /lesser compensation 4. Lacked awareness of the need for change 5. Lacked the required skills to build or sell solutions 6. Fear, that it will take more time to transform 7. Who will benefit from change? i
  • 8. Dr.sarma/2011/change mgt/sk7 9. To succeed in change address both the technical and the people side Solution is designed, developed –hire data scientists/solution engineering teams/SME in health care/insurance vertical and delivered effectively (Technical side) Solution is embraced, adopted and utilized effectively (People side)= CHANGE SUCCESS
  • 9. Dr.sarma/2011/change mgt/sk8 10. Armored Employee 5 levels of competency maturity/growth path. Each Consultant to be assessed after they complete the requisite number of courses every year. Support systems: PRESCRIPTIVE CAREER GUIDANCE PLAN.- PCGP Skill port.- 200 courses across 7 dimensions-Target 40 hours per quarter-use external programs selectively Assessment center-annual assessment Square Steward Crusader Knight Fellow
  • 10. Dr.sarma/2011/change mgt/sk9 The new role requires –unlearn and relearn certain habits; especially the way sales is done