The document provides an introduction to change management. It discusses the inevitability of change and how organizations must adapt to continuous change or risk failure. It categorizes different types of changes that organizations face, such as strategic, leadership, cultural, cost-cutting, and process changes. It also summarizes common barriers to change and models for managing the change process successfully. Overall, the document emphasizes that change is constant and that organizations must be prepared to change quickly in order to survive.

1. Strategic Delivery of Change
PM-654
Ilyas Mahmood Ahmad
October’ 13
School of Professional Advancement, UMT

2. SESSION 1
INTRODUCTION TO
CHANGE MANAGEMENT

3. “THERE IS NOTHING
PERMANENT EXCEPT
CHANGE”

4. Pain of Change
“I am all for progress; it’s change I don’t like”
»Mark Twain
• Neatly sums up dilemma facing organizations.
How they handle these changes and move
forward will determine either their continued
success or their likely demise
4

5. 5

6. • Select one word that symbolizes the world we
live in – CHANGE
• Change was always there but it used to be
incremental
• Today we are faced with change that is
exponential – change heaped upon change
• Change flows and endures
6

7. SOME NOTABLE CHANGES
• Globalization of Markets
– Companies competing in International Markets
– Local Companies exposed to foreign competition
• Technological Changes
– Computer and size
– CAD / CAM
– Optical fibers
– Transportation
– Internet

8. SOME NOTABLE CHANGES
Cont’d
• Political Realignment
– Free Trade Cooperation (WTO)
– Emergence of China
– War on terror
• Changing Demographics
– Decline in work ethics
– More women joining workforce

9. SOME NOTABLE CHANGES
Cont’d
• Organizational Restructuring
– Downsized , Resized and Flattened
– Alliance are formed and Mergers are on the rise
• Changing Customer Preferences
– More choosy, more demanding and better
informed
– Media explosion

10. CATEGORIES OF CHANGE
• HR Magazine suggests change can fall into the following broad
categories:
– Strategic change – Comes about when ..alterations are made to an
organization's functional parts, for example, through mergers, acquisitions
or consolidations;
– Leadership change – Relates to ..reconfiguring the organization's
leadership. This can be through any number of reasons including
retirement, ill-health or death, sacking, a leadership coup, or plain old
natural transition;
– Cultural change – Relating to the human ..aspects such as the relationship
between managers and employees, or staff and customers. This can be the
trickiest and most unpredictable area of all;
– Cost-cutting – When certain activities ..and operations are eliminated; and
– Process change – Which focuses on..how things get done and how they can
be improved.
• Others break it down to the four change categories of process,
system, structural and organizational

11. A change - on time - on budget on target
• Completing a change on time, on budget, and on target
actually begins with an educated, constructive perspective
regarding the concept of organizational change.
• To begin to understand this concept, you need only take a look
at some of its more or less recent history
– Production history
• Post WW-II, US- the only manufacturers, era of mass production, emergence of
Japanese quality products-“Who are these guys?”, globalization-technology
explosion, communication-e-mail, faxes, videoconferencing, media
• Welcome to the new economy, where firms you never heard
of, from places you aren’t familiar with, can suddenly appear
on your radar screens one day and steal your competitive
advantage the next.

12. THE CHANGING
ORGANIZATIONAL LANDSCAPE
• What is a better metaphor for today’s
organizations—machines or living
organisms?
– Not long ago, we tended to depict organizations
in engineering terms such as fine-tuned
machines.
– Lately, we have begun to study and portray
organizations as living, breathing organisms.
– The physical state is constrained, even static.
The biological state is one of continuous
movement and change.

13. The Changing World & We
• Changes in Pakistan – were we prepared? – are we prepared?
– Creation of Pak-no infrastructure to handle the changed scenario
• As a result-corrupt politicians, no land reforms, martial law, no rules &
regulations, same old colonial systems, ……
• After creation - talbanization, law & order situation, 18th
amendment -autonomy to provinces-revenue generation &
collection, education system, law & order, population planning,
flood & crises control, more provinces-smaller manageable units,
urbanization,
– Reactionary rather than pro-active behavior
• Bi-polar world to uni-polar world, new world order, geo-political
changes, post 9/11 scenario
– World environment changed, global warming, global village, IT
revolutionized, ICT-mobile, electronic media, WTO
• & …….

14. • In a progressive country, change is constant;
. . . change . . . is inevitable.
— Benjamin Disraeli
• In his Origin of Species, it is not necessarily
the biggest or most powerful that survive, but
those who are able to adapt.
Adapt or die!
— Darwin

15. WHY CHANGE ?
•
•
•
•
•
•
•
•
Change for Better !
Change for Breakthrough!
Change for continual improvement !
Change to eliminate further errors!
Change to reenergize!
Change is a Journey of Excellence !
Change because YOU want to CHANGE !
CHANGE TO SURVIVE !

16. Change management
is:

The process, tools and techniques to
manage the people-side of change
to
achieve the required business
outcome(s)

17. Barriers to Change
Why do people resist change?
• The status quo provides a certain comfort
zone
– Need for stability
– Need for predictability
– Fear of the unknown
– Others???

19. “FUTURE SHOCK”
• Pace of change is accelerating
• Type of changes and the speed of their
introduction over powers the individual’s ability
to adapt to them with the result that one can no
longer absorb change without displaying
dysfunctional behavior
• Society is in state of flux
• Change is so frequent that there is no long term
stability
Alvin Toffler (1984)

20. • Scores of definition of Organizational Change
• Simplistic – purpose is to address the
following questions:
– Why do we need to change?
– Who is or should be involved?
– What needs to change, and what does it need to
change to?
– How are we going to change?
20

21. What is Organizational Change?
• Organizational change: the process
by which organizations move from
their present state to some desired
future state to increase their
effectiveness
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22. Targets of Change in Organizations
• Four different levels
–
–
–
–
Human resources
Functional resources
Technological capabilities
Organizational capabilities
22

23. The Change Process
1. Change is both toxic and tonic.
You are:
•
•
•
•
•
thrilled by possibilities
excited by newness
stimulated by prospects
fearful and uncertain
anxious and worried
23

24. 2. Change requires exchange/expanded thinking
You must:
• give up something to get something
• unlearn and relearn
• exchange a secondary role for increased power and
leadership
• exchange old values for new values
• give up your cushion of comfort for greater personal
visibility and accountability
24

25. 3. Change is stressful
You realize:
•
•
•
•
the unknown is part of the change
there exists uncertainty and ambiguity about results
the demands have increased
there are different pressures
• you must learn to cope
25

26. The Change Cycle
Three discrete stages:
• ENDINGS stage: letting go of something stable, known and dependable
• NEUTRAL ZONE: forced to hang in mid-air, without orientation to the
past or the future
• BEGINNINGS: stage, where we plunge headlong into something
unknown and unknowable--our own future
The Chinese
word for change
is two characters:
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Danger
And
Opportunity

27. Reactions to Change
People react differently to change.
These types are:
•
The Innovators
•
The Early Adopters
•
The Early Majority
•
The Late Majority
•
The Late Adopters
•
The Diehards
27

28. Movement
In organizational change three things must occur:
Unfreezing requires that there be a change in the
status quo before there can be a change to a new
condition
• This is the second step in the process and is called
transformation. It is the movement that must occur
for the organism to change
• Finally, the change is made permanent through the
process of refreezing. This becomes the new
equilibrium point
28

29. THE PATHWAY TO CHANGE

30. Adaptation to Change
• Successful adaptation to change is as
crucial within an organization as it is in the
natural world
• Just like plants and animals, organizations
and the individuals in them inevitably
encounter changing conditions that they
are powerless to control
• The more effectively you deal with change,
the more likely you are to thrive
30

31. Forces for and Resistance to
Change
31

32. Create Quantum Change
Incrementally
• Many organizations are looking for ways of
restructuring and reshaping their activities to deliver
quantum change in a quantum way
• The reality - most quantum change occurs
incrementally
• Experiment with frogs ….
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33. Create Quantum Change
Incrementally
• If the temperature of the water is suddenly
increased, the frog realizes it and jumps out of
the water
• If the temperature is very slowly increased,
one degree at a time, the frog does not realize
it till it boils to death
33

34. Introducing Change Systematically
1. Assessment
– Critical analysis of magnitude and difficulty of
change plus the risks involved
– Consider these two factors:
•
The number of stakeholders involved
– Smaller is easier
•
The complexity of the Process/Task/Operation to be
altered
– Simple is easier
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35. Introducing Change Systematically
2. Description
– Describe the future you want to see as a result
of the change
– List the stakeholder groups likely to be impacted
35

36. Introducing Change Systematically
3. Current factors influencing the possible change
Your change effort will succeed or fail depending
on these elements:
–
Dissatisfaction with the current state
•
•
•
–
–
Benefits from the “New Order” - Stakeholders
Individualized benefits
•
–
Perception of stakeholders about their risks and benefits
Sound strategies/Action steps
•
–
–
Successful change requires enough “pain” by the stakeholders in status
quo
Greater the “pain” greater the “gain”
Clarify the pain to stakeholders
Stakeholders should perceive the strategies/actions to be viable
Gathering resources – Money, human, equipment
Time frame – Change takes time – Not automatic
•
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Remember it takes time to work with stakeholders

37. Introducing Change Systematically
4. Actions to improve conditions to inaugurate change
Accepting change may not be easy for stakeholders
What should you do?
Elevating dissatisfaction – Collect data and prove
–
–
–
–
–
Enhancing the future – Demo stakeholders
Publicizing potential gains
Pursue the correct steps – Consider alternatives
Evaluate required resources – Justify new costs
Appraise time involved – Educate stakeholders
37

38. Introducing Change Systematically
5. Appraising your readiness
–
–
–
–
–
–
Dissatisfaction with the status quo
Perception of the future state
Benefits from the change
Perceptions regarding actions steps
Available resources
Available time
38

39. Introducing Change Systematically
6. Act
– Work closely with the stakeholders with the
possible new future
– “Liberate” them from the less-than-satisfactory
status quo
– Dissatisfaction with the status quo
– Allow them to participate fully in the change
effort
39

40. Communicate Change
• Share information with employees as soon as
possible – public sector dilemma
• Keep in mind that quantity is fine, but quality
and consistency are crucial. You can
communicate too much insignificant or
insensitive information
40

41. Resistance to Change
Organizational Arthritis
• Resistance to change may be traced to individual,
group, or organizational characteristics
• The organizational culture and power structure help
to maintain stable behavior patterns in organizations
– They are self-reinforcing and potentially significant barriers
to change
– The very nature of change may put them in jeopardy
– It is therefore likely that the change efforts will not work
unless they are compatible with the organizational culture
and the power structure
– This is a very well-documented reason why many change
efforts fail
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42. Resistance to Change
Individual
• The key to managing resistance is sincere
selling. This approach addresses all the
issues we have raised about resistance:
– It recognizes the inevitability of resistance, so it
addresses resistance honestly and consistently
– It acknowledges that resistance will be
experienced differently based on positive or
negative reactions to change
42

43. Resistance to Change
Individual
– It reflects how resistance can be expressed
overtly or covertly and advocates that overt
resistance be encouraged, to get problems out
in the open
– It warns that people may not be comfortable
expressing their true reasons for resistance and
encourages creating an atmosphere that allows
honest communication
43

44. Lewin’s Theory
44

45. “It is not that people resist change. It is the
fear of the transition that space between the
old and the new”
45

46. Philosophy of Change
• Change Happens
• Anticipate Change
– Noticing small changes early help you adapt to the
bigger changes that are to come
• Monitor Change
• Adapt to Change Quickly
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47. Philosophy of Change
•
•
•
•
Enjoy Change !
Be Ready to Change Quickly
If You Do Not Change, You Can Become Extinct
Develop Change Philosophy in Everything You
Do
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48. Brain Teasers
“Don’t change with the times – change before the
times”
“It is not the strongest of the species that survives,
nor the most intelligent, but rather the one most
responsive to change”
- Charles Darwin
“Every organization must prepare for the
abandonment of everything it does”
-Peter Drucker
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49. Brain Teasers
•
•
•
•
Framework: an essential supporting structure;
Model: a simplified description of a system;
Tool: a thing used in an occupation or pursuit;
Technique: a means of achieving one’s purpose.
Concise Oxford Dictionary
• When a subject becomes obsolete, we
make it a required course!
—peter drucker

50. Concludes…
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