Change Management

By
Dr. Rishardh Hussain
P.hD, (USA) MBA, BBA (Hons), FCMI (UK), MCIM (UK), Member – AMA (USA), MSLIM, MIM (SL)
Senior Lecturer
ESOFT
Kandy

Learning outcomes
Be familiar with models of change
Be able to apply a change model to an organisation or case study.

Definition of Change Management
Change Management is a systematic activity to prepare an organization for and
implement ongoing environmental changes in a business operation.
Change Management is about innovative strategies and speedy activities to
deal with variable and sudden changes

The Change Kaleidoscope
1.An optical instrument in which bits of glass, held loosely at the end of
a rotating tube, are shown in continually changing symmetrical forms
by reflection in two or more mirrors set at angles to each other.
2.a continually changing pattern of shapes and colors.
3.a continually shifting pattern, scene, or the like:
Kaleidoscope

Change Kaleidoscope was developed by Hope Hailey & Balogun (2002) to be a way
of pulling together and codifying the wide range of contextual features and
implementation options that require consideration during change. In this sense
Change kaleidoscope is more of a model than a method, but it is usable tool for
conceptualizing the nature of change.

They suggest that there are a range of design choices, based upon the nature of
the change – some significant aspects of the organizational change context that
need to be factored into the design. They have six categories of design choices.
In this sense Change kaleidoscope is even more a model than a strategy,
however it is usable instrument for conceptualizing the way of progress.

By its design, the model represents a comprehensive framework which deals
with all of the factors that the authors deemed significant by the literature. The
kaleidoscope model was used for the first time to retrospectively analyse a
change program undertaken in a foremost pharmaceutical company.

The kaleidoscope contains an outer ring which is concerned with the features of
the change context that can either enable or constrain change, and an inner
ring that contains the menu of implementation options open to change agents.

Time: How quickly is change needed? Is the organisation in crisis
or is it concerned with longer-term strategic development?
Scope: What degree of change is needed? Does the change affect
the whole organisation or only part of it?
Preservation: What organisational assets, characteristics and practices
need to be maintained and protected during change?
Diversity: Are the different staff / professional groups and divisions
within the organisation relatively homogeneous or more
diverse in terms of values, norms and attitudes?

Capability: What is the level of organisational, managerial and
personal capability to implement change? Is there a need
to improve this capability before the change process can
be started?
Capacity:
How much resource can orgnaisation invest in the proposed
change in terms of cash, people and time?
Readiness for
change:
How ready for change are the employees within the
organisation? Are they both aware of the need for change
and motivated to deliver changes?
Power:
Where is the power vested within the organisation? How
much latitude of discretion does the unit needing to change
and the change leader possess?

The Change Kaleidoscope: Design
Choices Change Path

Choices Change Path
Adaptation is change which can be accommodated within the curr
ent paradigm and occur incrementally.
It is the most common form of change in organizations

Choices Change Path
Evolution is change in strategy which requires paradigm change but over time
Evolution can also explained in terms of taking organization as learning system
continually adjusting their strategies with changing environment

Choices Change Path
Revolution is change which require rapid and major strategic
and paradigm change, or where strategic drift has resulted
in developing extreme pressures for change

Choices Change start point
• Top down – prescriptive
• Bottom up – emergent
Pockets of good practice

The Change Kaleidoscope: Design Choices
Change target – Outputs v Behaviours
Behaviour–led change – Focus
on Organisation – Change role
and responsibilities – Behaviour
change results – Attitude
change follows
Attitude –led change – Focus in
individuals – Target and change
individual attitudes – Behaviour
change will follow –
Organisational change results

The Change Kaleidoscope:
Design Choices Change Roles
• Leadership
• External facilitation
• Change action team
• Functional delegation

The Change Kaleidoscope:
Design Choices Change levers
Levers and interventions
• Technical
• Political
• Cultural

The Kotter model (1995)
Thirty years of research by leadership guru Dr. John Kotter have proven that
70% of all major change efforts in organizations fail. Why do they fail?
Because organizations often do not take the holistic approach required to see
the change through.
Model based on the study of over 100 organisations
Anyone who has attempted to implement organisational change recognises the
truth in Kotter’s observations.

The Kotter model (1995)
Reason for failure of change management programme within one or more of these
8 steps

Kotter J (2007) Leading Change: Why Transformation
Efforts Fail HBR Jan pp96- 103

Kotter J (2007) Leading Change: Why
Transformation Efforts Fail HBR Jan pp96-
103

ADKAR Model
The ADKAR model was created to implement change "in business,
government and our community"
This model focuses on principles of change that are effective on an individual
level. These same principles are designed to be applied to a large group of
people or even an entire organization.

ADKAR Model
ADKAR is an acronym that stands for
 Awareness,
 Desire,
 Knowledge,
 Ability and
 Reinforcement.
Each of these words represents a step in the change process and must be
done in order so that the desired change is achieved.

ADKAR Model
The focus of this model is on people-how to change people, not things,
programs, etc

McKinsey's 7 S Model
It is a tool that analyses firm’s organizational design by looking at 7 key
internal elements: strategy, structure, systems, shared values, style,
staff and skills, in order to identify if they are effectively aligned and allow
organization to achieve its objectives.
McKinsey 7s model was developed in 1980s by McKinsey consultants Tom
Peters, Robert Waterman and Julien Philips with a help from Richard
Pascale and Anthony G. Athos.

McKinsey's 7 S Model
Since the introduction, the model has been widely used by academics and
practitioners and remains one of the most popular strategic planning tools

Hard S’s
The 3Ss across the top of the model are described as 'Hard Ss’:
Strategy: The direction and scope of the company over the long term.
Structure: The basic organization of the company, its departments,
reporting lines, areas of expertise, and responsibility (and how they
interrelate).
Systems: Formal and informal procedures that govern everyday activity,
covering everything from management information systems, through to the
systems at the point of contact with the customer (retail systems, call centre
systems, online systems, etc).

Soft S’s
The 4Ss across the bottom of the model are less tangible, more cultural in
nature, and were termed 'Soft Ss' by McKinsey:
Skills: The capabilities and competencies that exist within the company. What
it does best.
Shared values: The values and beliefs of the company. Ultimately they guide
employees towards 'valued' behavior.
Staff: The company's people resources and how they are developed, trained,
and motivated.
Style: The leadership approach of top management and the company's overall
operating approach.

Change Management

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