effective change management

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/anileshsethanileshseth@hotmail.com

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?