On one of the WA groups of HR, Administrator of the groups, Mr Rajaram Thorve has raised the topic for discussion. Today's topic for discussion is on Change Management Process in the Organisations. He has asked the following questions:
Should all organizations go in for change management process in view of changing business paradigm and technology?
How does the change management process help to change the culture of the organization?
Is it not time consuming and cumbersome change management process to transform from conventional methods to newer processes and strategies to get desired results?
What best can be done to those employees who do not fit in the change management process and not comfortable for change?
I have given the replies to the above questions and these are as below:
Dear Mr Rajaram Thorve,
Replies to your questions are as below: Introduction: - It is pertinent to mention here that management professionals should not get confused with the process of change and continuous improvement. Both the concepts are different. It may be noted that motor car was not developed by continually improving bullock-cart and neither electric bulb was developed by the continuous improvement of the candle.
Q. 1 Should all organizations go in for change management process in view of changing business paradigm and technology? Reply: - Those who have done management courses, they will remember that they had a chapter on *Change Management* in their course curriculum. Therefore, there cannot be question on importance of change as such. However, what matters is the type of change. The organisations that did not change timely did not survive. Therefore, process of change is continuous one.
Q. 2 How does the change management process help to change the culture of the organization? Reply: - Change management process helps to change the culture of the organisation provided top leadership wishes to change the culture of the company. There are few changes that do not need cultural change. Following are the four types of managing change:
a) Managing change when the change is consistent with the organisation.
Example: - If auto manufacturing company diversifies to produce the components. Other examples are increasing product portfolio, diversification in the existing market segment etc.
b) Managing change when the change is inconsistent with the present culture
Example: - Most of the IT companies are experiencing this situation. Most of the IT companies remain service companies and developed the software as per the client's requirement but concepts like automation, machine learning, artificial intelligence etc have forced them to change the business model itself.
c) Managing change when the change requires a culture change to maintain a successful positions.
Example: - When Mr Vishal Sikka became CEO of Infosys, he wanted to introduce the design thinking in the company. He wanted that Infosys should design it's own product. However, all along, Infosys was a service company. Design thinking was too radical concept for the company like Infosys.
d) Managing change in turnaround situations.
Example: - Ashok Leyland, was one of the prominent producer of the commercial vehicle. However, due to adverse market conditions, it went into red. Nevertheless, Mr Vinod Dasri turned it around.
Q. 3 Is it not time consuming and cumbersome change management process to transform from conventional methods to newer processes and strategies to get desired results? Reply: - Process of change management becomes cumbersome provided the change is thrust on the company. However, if the organisation is proactive in changing then it need not be cumbersome as such. Therefore, the pertinent question is whether the change is proactive or reactive. Example could be given of Yahoo. The company has been responding to the change for more than 12 years. However, it could never be turned around.
Q. 4 What best can be done to those employees who do not fit in the change management process and not comfortable for change? Reply: - Either shape up or ship out is a message to the employees who are not amenable to the change management practices. Adaptability is a virtue in the 21st century and those who are not adaptable are bound to get sidelined. In the aftermath of takeover by Mr Vishal Sikka as CEO of Infosys, there were lot of sackings and that too at various levels. Final comments: - These are for the practising HR professionals. When it comes to change management, focus of HR is more on individual change. Right from the beginning, they are obsessed with attitude, emotional intelligence and so on. However, top leadership expects them to be savvy about current changes in the market or business environment.
Thanks, Dinesh Divekar From India, Bangalore
Very good views have been expressed on CHANGE MANAGEMENT.Maintaining the seriatim, here is my take on the referred points.
1.0 Change Management concept has to be seen in the relevance of a context. Suppose a manufacturing company has installed state -of -the- art technology and it is just functioning only for a few months it will have miles to go before change.
However this has to be borne in mind :" If the rate of change taking place in the environment is much more and you are lagging, you are in for a dooms day soon"
Kodak films and Swiss Watch industry are glaring examples of failure to change with times.
2.0 The culture of the organization has to be amongst the best in the business. Customers in these days have more options than ever before.
3.0 No pain no gain. Progress comes with a price.
4.0 Employees should be given a course based on the book " Who moved my Cheese"
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