Effective Change Management…. ….Anilesh Seth Ideator, Co Founder & CEO, KROW www.krow.in Ex-CEO/MD: LGSI, Qatalys & Supervalu India www. slideshare .net/ a nilesh http://In.linkedin.com/in/anileshseth [email protected]
Effective change management
Jan 21, 2015
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
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Effective Change Management….
….Anilesh SethIdeator, Co Founder & CEO, KROWwww.krow.inEx-CEO/MD: LGSI, Qatalys & Supervalu India
www.slideshare.net/anileshhttp://In.linkedin.com/in/[email protected]
Agenda
• What is change?• Situation 1 – Turning a company around• The ADKAR Model• Situation 2- Selling a company
What is change?
• Make or become different….
What is change?
• Make or become different….• Its not about definitions but about
outcomes….• Change can be good or bad depending upon
your point of view
Changes in World Population
Source: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html
Note this chart is based upon Europe
Changes in World Population..Causes
Source: http://www.globalchange.umich.edu/globalchange2/current/lectures/human_pop/human_pop.html
Some Obvious Changes
Healthcare
G r a n d c h i l d r e n
Transport
Pension
CHILDRENS’ MARRIAGE
Situation 1: Turning a Company Around
Internet bubble burst
Rising bad debts
Customers not buying
Mounting losses
Past strategieswould no longer take us forward
New CEO..meantmore Changes!
Employees were wary of the future
Managers were not equipped to
handle the questions
Low morale,key employeeswere leaving
Defining, effecting and managing the change…
Board gives support and communicatesabout new CEO in a very positive light
Take leadership team into confidence & communicate with the organization
Identify cost-cutting low-hanging fruit
Management by Walking Around
Communicate…communicate
Defining, effecting and managing the change…
Board gives support and communicatesabout new CEO in a very positive light
Take leadership team into confidencecommunicate with the organization
Enable leadership team to workwith team members
Carve out a new directionrecreate vision
Identify cost-cutting low-hanging fruit
Announce new Vision, andrestructuring needs – RIFs and new hires. Use the timeto “clean up”
Management by Walking Around
Communicate…communicate
Defining, effecting and managing the change…
Upswing in “extra-curricular” activities to keep all engaged
Utilize the lean period to upskill and strengthen quality processes
Created a new “cadre” of emerging leaders
Defining, effecting and managing the change…
Upswing in “extra-curricular” activities to keep all engaged
Utilize the lean period to upskill and strengthen quality processes
Created a new “cadre” of emerging leaders
Created a performance culture based upon rewards
Instituted regular reviews to set,evaluate and recast the direction
Regular updates to the entire organization
Defining, effecting and managing the change…
Upswing in “extra-curricular” activities to keep all engaged
Utilize the lean period to upskill and strengthen quality processes
Created a new “cadre” of emerging leaders
Created a performance culture based upon rewards
Instituted regular reviews to set,evaluate and recast the direction
Regular updates to the entire organization
Reinforce through updates in the press!
The ADKAR Model
Awareness ..of the need for change
Desire ..to support and participate in the change
Knowledge ..of how to change
Ability ..to implement required skills and behaviours
Reinforcement ..to sustain the change
Source: ADKAR, A model for change in business, government and our community - Jeffrey M. Hiatt
Barrier Point
The ADKAR Model..applied to fuel price hikes
A D K A R1
2
3
4
5
Situation 2: Decision to sell the organization….
• Need to be sensitive about people’s careers and aspirations
• Need to retain key people
Defining, effecting and managing the change
Taking the decision
Drawing up a communications
strategy
Empowering key personnel
Ensuring engagement and keeping
channels open
- Be clear about the reasons. This will drive future communication strategy- Be clear about the end objectives – is it revenue maximization or continuity of service, for example- Draw up a timeline- Put in place a core team to drive execution- Identify a steering committee to provide steer, support & budgets
Defining, effecting and managing the change
Taking the decision
Drawing up a communications
strategy
Empowering key personnel
Ensuring engagement and keeping
channels open
- Be prepared for a leak; it will happen- Identify who will talk to the press and employees in the event of a leak- Have a clear communication strategy with timeline in the case of a major leak, a rumour, and own internal planned communication- Identify key personnel to be brought into the plan- Draw up timeline of when
to communicate with the entire organization
Defining, effecting and managing the change
Taking the decision
Drawing up a communications
strategy
Empowering key personnel
Ensuring engagement and keeping
channels open
- Create FAQs, provide training
- KEY THING TO ANSWER UPFRONT: WHAT WILL HAPPEN TO ME? The Key Personnel need to understand this before playing their role
- BE PREPARED FOR COUNSELLING…first for KEY personnel and then for the rest of the organization – use external services
Defining, effecting and managing the change
Taking the decision
Drawing up a communications
strategy
Empowering key personnel
Ensuring engagement and keeping
channels open
- Opportunity to upskill in niche areas (be mindful of expenses at this stage)
- Create organization wide engagement opportunities (competitions etc) that cause bonding, discussions and ensures no “idle” time
- Identify outplacement opportunities
- Keep everyone informed of the timeline and progress
Key to the entire exercise is openness – Not to give false information
To communicate very frequently atboth town halls and individual team levels
QUESTIONS?
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