美世《Managing Transformation and Change in Organizations》34页.ppt

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1、R SankarCountry Head,Managing Transformation and Change in OrganizationsThe People Programme-II,May 2,2003New Delhi,Mercer Human Resource Consulting,Agenda,The Reality about Change and TransformationStories from the“Front lines”The Keys to Success,The Reality about Change and Transformation,Mercer H

2、uman Resource Consulting,Change makes you better,transformation makes you different,Change is:IncrementalFocused on improving performance of existing businessCatching upAbout bottom-line managementExamples of change processes:ReengineeringRestructuringBenchmarking,Mercer Human Resource Consulting,Ch

3、ange makes you better,transformation makes you different,Transformation is about:Creating a unique futureChanging the rules of engagementTop line managementExamples:DellCanonMicrosoft,Mercer Human Resource Consulting,Common characteristics of the change and transformation processes,A clear,compellin

4、g and shared vision of the futureFixity of purpose and constancy of effortA roadmapAcquisition and creation of new competenciesSensitivity to people issues,Mercer Human Resource Consulting,The Change may not be planned but our reactions to it can be,Anticipatory,Reactive,Incremental,Discontinuous,Tu

5、ning,Reorientation,Adaptation,Re-creation,Mercer Human Resource Consulting,How successful are change efforts in organizations?,Research among 200 global organizations which went through some form of large to medium scale change in the least few years is not very encouraging,Source:Saratoga Institute

6、,2000,Mercer Human Resource Consulting,Why do Transformation or Change efforts fail?,Resistance to Change,Source:Information Week,2001,Limitations of Existing Systems,Lack of Executive Commitment,Lack of Executive Champion,Unrealistic Expectations,Lack of Cross-Functional Team,Inadequate Team and Us

7、er Skills,Technology Users Not Involved,Project Charter Too Narrow,%age of respondents citing the primary factor,Mercer Human Resource Consulting,A hard look at how the change process works,Degree of Support for Change,Ownership Phase,Buy-in Phase,Internalization,Institutionalization,Adoption,Try-ou

8、t,Self-Concern,Understanding,Awareness Phase,Unawareness Phase,Time,it takes time and a considered,deliberate approach,Mercer Human Resource Consulting,The Realitycommon errors made by organizations,Not establishing a Great Enough Sense of UrgencyNot Creating a Powerful Enough Guiding CoalitionLacki

9、ng a VisionUnder communicating the Vision Not Removing Obstacles for the New VisionNot Planning for Short-term WinsDeclaring Victory Too SoonNot Anchoring Changes in the Corporate Culture,Stories from the“Front Lines”,Mercer Human Resource Consulting,“Organization vitality and growth depend on the l

10、eaderships ability to craft sustainable strategies,effectively communicate these and build internal capacity(and in doing so balance incremental and discontinuous change)”-Dr David Nadler Partner,Mercer,The difference between winners and losers,Mercer Human Resource Consulting,Implementing a new Per

11、formance Management Framework,Multinational Pharma company wished to introduce a new competency based performance management systemManagement felt there was a perceived lack of technical skills development but was skeptical of success,Situation,Case Example#1,“People will not accept this.We have tri

12、ed so many things in the past.Nothing changed!”-CFO,Mercer Human Resource Consulting,Internal Change ChampionsThe best way to reduce resistance,Communication workshops with internal functional team of“Experts”Development of the technical competency model through Expert panel processDetailed and comp

13、rehensive training and brainstorming sessions internal functional teams on the applications of the competencies and implementation issuesIntenseInvolvedSome lasted for over 10 hoursA“dialogue”was created inside the“Informal”organization by the members of the internal functional teams,Case Example#1,

14、New system under implementation.CFO became first to accept recommendations as he was part of the functional team,Mercer Human Resource Consulting,Restructuring and Downsizing,Indian media organization had gone through a phase of rapid expansionOrganization structure and staffing levels needed to be

15、streamlined,Situation,Case Example#2,“This is an HR initiative.What role can I possibly play?You are the specialists”-CEO,Mercer Human Resource Consulting,Leadership SupportBrings credibility to the change process,Joint project team with CEO as Team LeaderDetailed analysis and research backed by con

16、tinuous communication to all employeesVisible support for project in unambiguous terms by the CEO at public/company forums“Burning Platform”created threat from major competitor,Case Example#2,Owners and Management Committees accepted all recommendations.Phased implementation going on.No attrition of

17、 high performing senior managers,Mercer Human Resource Consulting,Consolidation and Alignment,Mobile Telephony services provider which had expanded rapidly to multiple locationsNew CEO brought in to consolidate and bring about synergies in the operations,Situation,Case Example#3,“The level of integr

18、ation here is dismal.I went to one of the locations to announce an employee award for Rs.2000 and the Regional Head had already promised Rs.3000.What next if we cannot do simple things right?”-CEO,Mercer Human Resource Consulting,Removing obstacles to change processEnsures communication of serious i

19、ntent,Create a unified organization through:A unifying themeCommon processesCross geography/entity team to address key issuesTransfer of key managers across geographies/entitiesFormal knowledge transfer mechanism,Case Example#3,New structure accepted and implementation being undertaken in a phased m

20、anner,Mercer Human Resource Consulting,Organizational Renewal,Public sector enterprise facing competition,squeezed profits and problem of large surplus manpowerImperative to bring in productivity focus,customer orientation and innovation in a relatively short time frame,Situation,Case Example#4,“I h

21、ate consultants.How can you tell us what to do with our business?I am not for this project!”-Project Manager on the Client Team,Mercer Human Resource Consulting,Comprehensive change interventionsUsing Organizational Learning principles,Demonstration(Action Learning)IncentivisationProcess and Organiz

22、ational ChangeInstitutionalizing Knowledge Management SystemsLeadership DevelopmentProblem solving through Systems Thinking,Case Example#4,Project Manager championed the change effort after seeing“quick win”results and implementation was extended for a period of two years,Mercer Human Resource Consu

23、lting,Specific Interventions,Demonstration(Action Learning)Presentation of“war stories”and success stories from withinIncentivisationReward and recognition for proactive knowledge sharing and learningProcess ChangeChanges in plant evaluation process and parametersChanges in performance evaluations p

24、rocess for plant heads and managersMore frequent rotation of managerial staff across plantsLeadership DevelopmentReward and recognition for proactive knowledge sharing and learning,Institutionalizing Knowledge Management SystemsKnowledge sharing amongst staff(structured plant visits/share experience

25、 on specific problems)CommunicationStrong and visible CEO supportCreating a sense of a“Burning Platform”(a Shared Vision)Systems ThinkingProcess view of the organization rather than a compmentalised viewCreation of a Mental Operating Model:“Good for Plant but Bad for Company is not acceptable”,Case

26、Example#4,Mercer Human Resource Consulting,Organizational Effectiveness through technology enhancement,Large,successful diversified private sector conglomerate Senior management felt the need for radical process and organizational change to meet the emerging challenges and to take advantage of IT to

27、(a)reduce cots and improve efficiencies(b)improve customer service,Situation,Case Example#5,“We have very low IT skill level.Most managers and staff are not even familiar with MS-Word and Excel.And you will face a complacent attitude as we are a successful organization!”-Managing Director,Mercer Hum

28、an Resource Consulting,Comprehensive change interventionsUsing Organizational Learning principles,An iterative approach to implementation focusing on building self-learning capabilities was developedLarge numbers of staff were involved.This also removed the resistance to change due to IT phobia in t

29、heir minds.A series of awareness campaigns were launched.Internal Change Champions assisted in this effort.Prototyping was conducted in interactive sessions over two iterations.,Case Example#5,Successful implementation within time and budget.Clear business gains achieved in first year itself,The Key

30、s to Success,Mercer Human Resource Consulting,Critical Success Criteria in large scale organizational transformations,Visible sponsorship by the leadership teamCreating a“Burning Platform”Stable leadership team“Quick Wins”Internal Change Agents Effective communication,Mercer Human Resource Consultin

31、g,Typical traits of Internal Change Champions,Some characteristics of an Internal Change Champion:In-depth organizational knowledgeStake in project successIntegrity and credibilityPast track record of initiating and executing changeProven record of high performanceRespected by peer group and trusted

32、 by superiors,Mercer Human Resource Consulting,A Planned Approach:Mercers Viewpoint,Mercer Human Resource Consulting,You may not need to use all the components at a time,Enable development of learning capabilities,Mercer Human Resource Consulting,Critical executive challenges,Mercer Group,“How can w

33、e ensure that our business creates sustained value?”,“How should we lead and organize to execute our strategy while maintaining flexibility?”,“How can we attract,retain,develop,focus,and motivate the people we need to bring our strategy to life?”,General management consulting firms,Human resources c

34、onsulting firms,How does Mercer Help:Unique proposition,Mercer Management,Mercer Delta,Mercer HR,Mercer Human Resource Consulting,Mercers Consulting TeamPart of a$10 billion enterprise,Mercer Human Resource Consulting,Case studies and illustration of what drives successful change in organizations,De

35、signing flexible and adaptive organizations,1992,1995,Field tested concepts and frameworks for enabling lasting change in organizations,1997,Powerful resource for leveraging senior management teams to drive change initiatives,1998,2000,Explore the many ways in which employee commitment is linked to

36、organizational goals and the interventions to strengthen these,Thought LeaderMercers research has led the thinking on how firms can achieve sustained change and transformation.,Mercer Human Resource Consulting,Our Range of Services,GLOBAL INFORMATION SERVICES,Information andBenchmarkingCompensationB

37、enefitsHR Best Practices,Leveraging PeopleHuman Capital StrategyHuman Resources Operations ConsultingPerformance&Reward ManagementEmployee CommunicationTalent ManagementAttraction&RetentionMergers&Acquisitions,Benefit DesignsRetirement Benefit designGroup and Insured BenefitsActuarial services,We help organizations use the power of their people to enhance business success,PERFORMANCE MEASUREMENT&REWARD,RETIREMENT BENEFITS,Mercer Human Resource Consulting,Thank You!,