Change Leadership

CHANGE LEADERSHIPCHANGE LEADERSHIP

Presented By: Rizwan Qamar

INTRODUCTIONINTRODUCTION

“Managers are people who do things right, while leaders are people who do the right thing. - Warren

Bennis, On Becoming a leader”.

The Japanese have a term called "kaizen," which means continual improvement. It is a never-ending quest to do better. And you do better by changing. Standing still allows your competitors to get ahead of you.

CON…..CON…..

The Role of leaders in the change process does impact significantly on the success of change (Kotter, 1990, 1996;Conner, 1992; Higgs and Rowland, 2001; Higgs, 2003)

“The leader driving the change through personal involvement, persuasion and influence”.

(Hambrick 1996)

The leader building the capability to change in others. (Conner, 1998)

LEADERSHIP COMPETENCY LEADERSHIP COMPETENCY FOR SUCCESSFUL CHANGE FOR SUCCESSFUL CHANGE

IMPLEMENTATIONIMPLEMENTATION

Creating the Case For Change

Creating Structural Change

Engaging others

Implementation and Sustaining Changes

Facilitating and Developing and Capability

NINE EMERGING THEMES NINE EMERGING THEMES ABOUT CHANGE LEADERSHIPABOUT CHANGE LEADERSHIP

The communication and actions of leaders related directly to the change. Making others accountable. Thinking about change. Using an individual focus. Establishing ‘starting points’ for change. Designing and managing the change journey. Communicating guiding principles. Creating individual and organizational capabilities. Communicating and creating connections.

CHANGE ACCEPTANCECHANGE ACCEPTANCE

To prevent yourself or your organization from becoming "stranded on the mudflats of an obsolete ideology" (David

Lodge), you must become a champion of change Acceptance. Five Steps For Change Acceptance (Conner, 1993). Denial - cannot foresee any major changes

Anger - at others for what they're putting me through

Bargaining - work out solutions, keep everyone happy

Depression - is it worth it? doubt, need support

Acceptance - the reality

Change + Personal history (nurture) + Social situation (environment) = Attitude + Response

CON…CON…

C=D*V*F>R

C=Change

D=Dissatisfaction with the status quo

V=Vision of the future

F=First steps

R=Resistance to change

JAWORSKI AND JAWORSKI AND SCHARMER (2000)SCHARMER (2000)

Identified Core Practices for success within this emergent view of change.

Observing: Seeing reality with new eyes.

Sensing: Turning the observed reality into emerging patterns that inform future possibilities.

Envisioning: Crystallizing vision and intent.

Executing: Acting in an instant to capitalize on new opportunities

KURT LEWIN (1951)KURT LEWIN (1951)

LEADER ACHEIEVE THREE LEADER ACHEIEVE THREE MAJOR CHANGE RESULTSMAJOR CHANGE RESULTS

Leader Maximize ROI and Results from Current Change Efforts.

CRM, ERP implementations, operational excellence, BPR, restructuring, any systems change

Transform People and Culture.

From distrust and victimization to full empowerment and engagement

CON….CON….

Build Organization's Long-Term Change Capability and Skill.

Leader turns employee’s behavior and skills

Build internal change consulting practice

Establish own change methodology, customized to organization’s needs

CHANGE & RESTRUCTURING CHANGE & RESTRUCTURING INITIATIVE (Case Study)INITIATIVE (Case Study)

Global Bank of America National Bank of America In 1980 deregulation, consolidation and new technology intensified the competition of retail bankingNew technologies profoundly change the ways in which banks conduct their business and interact with customers.Global Bank CEO take initiative and restructuring the organization. Start relationship banking and create relationship position Implement ATM Technology Telephone and Online Banking system External Recruiting for skilled employees and implement new technology and services

CON…CON…

Training of new employees and semi skilled employees Job enrichment and simplification Segmentation and part time work of employees Establish complaint and investigation cellsNational Bank of America CEO did not take timely steps for change initiative National Bank of America one year later start ATM technology & online banking system in 1981.Employee turnover was 35% They did not redesign the structure Employee and customers dissatisfied with their services and products

CON…CON…

Global bank of America took the advantage of early mover and got 25% higher market shares than National Bank of America Employee turnover is less than the National Bank of America Employee and customers satisfied with their services and products National Bank of America learn two lessons How to distribute timely new technology in workplace Employee should participate in new technology implementation and should give better rewards to employees