MTIC

2. What is Change
Management
• It refers to the task of Managing the change.
• Managing change refers to the making of changes in a
planned and managed or systematic fashion.
• Changes lie within but may have been triggered by factors
which are not in control of Organisation
Current State Managed way.
Future State

3. What is Organisational
Change Management
• It refers to develop a planned approach to bring the
change in the organisation.
• Objective :
• Basically, this deals mainly with the human aspect of the
change.
Maximising the
collective benefits.
Minimising risk
of failure.

4. Organisational Change
Reactive :
Responding
to macro
environment
Proactive :
Initiating
Change to
achieve
goals

5. 1. Advantages / importance of Change Management
2. Disadvantages of Change Management.
Read…

6. Principles of change
Management
• At all times involves and seeks support from people within
system (system = environment, processes, culture, relationships,
behaviours, etc., whether personal or organisational).
• Understand where you are / the organisation is at the moment.
• Understand where you want to be, when, why, and what the
measures will be required for reaching / getting there.
• Plan development towards above No.3 in appropriate achievable
measurable stages.
• Communicate, involve, enable and facilitate involvement of people,
as early and openly and as fully as possible.

7. Change Management
Process
Identify
potential
change
Analyse change
request
Evaluate
change
Plan change
Implement
change
Review
Close Change.

8. Resistance to Change
• Biggest Challenge- Disturbs
o equilibrium
o Existing procedures
o Power structures,etc.
• Resistance of Change can be :
Overt / Immediate
Example – Strike,
slow down.
Implicit / Deferred
Examples: Job
satisfaction,
decreased loyalty

9. Resistance to Change
• Resistance to change can come from employees as well
as employers or management.
• Resistance to change can occur at any level i.e.
individual level, group level and organization level.
Overt / Immediate
Example – Strike,
slow down.
Implicit / Deferred
Examples: Job
satisfaction,
decreased loyalty

10. Individual Resistance

11. Organisational Resistance

12. Building a Culture
• Just like Rome was not built in a day, the culture is not
built in a day.
• Building culture for change is a time consuming
exercise and involves lot of efforts.
• Managers should not Impose change – People &
teams need to be empowered to find their own solutions
& and responses

13. Building a Culture for
Change – A change
should be
• Describe the change process to all people involved and
explain the reasons why the changes are occurring. The
information should be complete, unbiased, reliable,
transparent, and timely.
• Be designed to effectively implement the change while
being aligned with organizational objectives, macro
environmental trends, and employee perceptions and
feelings.

14. Building a Culture for
Change - A change should
be
• Provide support to employees as they deal with the
change, and wherever possible involve the employees
directly in the change process itself
• Be consistently monitored and reviewed for
effectiveness. A successful change management
program is typically also a flexible project

15. ADKAR Model
• The ADKAR model developed by Jeff Hiatt (1998, 2006)
can be highly helpful for individual change management.
• The model presents five building blocks which must be
obtained / implemented to realize change successfully.

16. ADKAR Model
• A- Building AWARENESS as to why the change is
needed
• D- Creating DESIRE to support and participate in the
change
• K- Developing KNOWLEDGE as to how to change
• A-Fostering ABILITY to implement new skills and
behaviours
• R- Providing REINFORCEMENTS to sustain the change

17. ADKAR Model

19. Management of Change
• Involvement of People/ participation / people lever in the
organisation
• Leadership
• Changing Technology
• Negotiations & Agreement
• Willingness for sake of group
• Timing of Change
• Training and development
• Cross Cultural Change

20. People Involvement/
people lever
If Managed properly, then
multi-fold increase in :
1. Creativity
2. Productivity
3. Quality
4. Overall Tech.
advancement
If not managed properly
1. Individual resistance
2. Team resistance
3. Organisational level
4. As an employee/
Manager

21. People involvement Can
be harnessed by :
• Proper communication
• Education & Training
• Right culture
• Seeking Participation
• Introducing rewards
• Encouraging creativity
• Multifunctional teams

22. Some techniques
• TQM
• Quality Circles
• Kaizen
• Ringi
For quality improvement
& problem solving

23. Kaizen
• Kaizen - is the Japanese concept of continuous improvement.
Motto of Kaizen is – “Today better than yesterday and
Tomorrow better than today.”
• Kaizen practice means deep, systematic and continuous
involvement of people (everybody) and by using certain
techniques, but mainly by their brain, to cause a process of
improvement to start, develop and never-end.
• Under this concept, plant is treated as a living institution. It is
continuously learning and changing.
• Work-teams focus on how to improve what they are doing.
• Job rotation & cross –training are frequently employed / used
to give workers a complete perspective of production
processes.

24. 5 elements of Kaizen
• Teamwork
• Personal discipline
• Improved morale
• Quality circles
• Suggestions for improvement

25. Quality Circles
• A quality circle is a volunteer group composed of workers (or
even students), usually under the leadership of their
supervisor (they may elect a team leader), who are trained to
identify, analyze and solve work-related problems and present
their solutions to management in order to improve the
performance of the organization, and motivate and enrich the
work of employees. When matured, true quality circles
become self-managing, having gained the confidence of
management.

26. Ringi Systems
• The Ringi System is a unique way of coming to consensus
about new ideas within Japanese companies.
• The ideas are usually proposed by the lower rank managers
who have operational responsibilities. The concept would then
be discussed among the same rank personnel and once
having reached the consensus it would be passed to the next
level of managers, where it would undergo the same
procedure.
• After such broad consultations the proposal will reach the top
management, where it would or would not get the final
approval.

28. Role of Leadership
• “ A leader is one who can take a group of people to a
place they don’t think they can go”.
• “ Leadership is --- we, not me; mission, not my show;
vision, not division; community, not domicile”.

29. Role of Leadership
• A leader can play the following positive roles by helping the management during the process of
change:
• Encouraging collaboration rather than competition
• Encouraging customer-orientation
• Encouraging training and coaching
• Encouraging quality consciousness
• Improving communication
• Encouraging team work
• Improving participation of work force
• Can reduce conflicts by problem-solving
• Helping and encouraging for better productivity
• Can encourage creativity in an organization
• Helping in creating proper culture for improvement, problem solving, prevention etc.

30. Specifically
• Proper & successful management of new product
development & its commercialization (innovation)
• Reduction of lead time from research & development to
markets.
• Speeding up volume / quantum of successful new product
launch
• Attainment of quality leadership
• Attainment of new product / technological leadership

31. Changing Technology
• Need for Survival
• Competitive Edge
• Change in equipment, Machinery, products, processes.
• Effective strategies should be adopted to avoid
resistance for change in technology.

32. Training &
Development
• Increases rate of Change & Management Success
• Training helps maintain Visibility & encourages
belonging
• Promotes employee engagement.

33. Change Management
Strategies
Strategies
Empirical-
Rational
Normative –
Reductive
Power-
coercive
Environment
– Adaptive

35. Some of the strategies are :
• Proper timing or tact
• Proper timing / tact
• Education & communication
• Seeking participation
• Facilitation & support
• Negotiation
• Manipulation & Co-optation
• Coercion
• Introducing incentives / rewards

36. John P Kotters’ Eight steps
to successful change
Increase
Urgency
Build the
Guiding Team
Get the vision
right ‘
Communication
Buy-in
Empower action
Create short
term wins
Do not let up
Make change
stick.

37. John P Kotters’ Eight steps
to successful change
1st three-
Supportive
Climate for
change
2nd three-
Employee
engagement &
Empowerment
Last 2 : Sustaining
the Change

39. What is Technological
Change ?
• Technological Change : This is a change which occurs
through the invention of new technological
applications as a result of research and development
& their commercialisation

40. Technological Change,
Technical Change &
Technological Progress
•More & Better Technology
Technological
Change
•Subset of technological Change
•Techniques & knowhow.
Technical
Change
•Further improvement of existing product ,
service & process technologies
•Emergence of new technologies
Technological
Progress

41. Factors Leading to
Technological Changes

42. Factors Leading to
Technological Changes

43. Factors Leading to
Technological Changes

44. Characteristics of
Technological Change
• Inevitable in current scenario
• Generally On-going activity but can be one time also.
• Occurs in all organisations at varying rate
• Pervasive activity
• Influenced by Internal & external factors
• Leads to changes in
• Products
• Services
• Tools
• Equipments
• Processes
• Systems
• technologies

45. TECHNOLOGICAL
TRANSITIONS
• Technology Transitions describe how the technological
innovations occur and how they are incorporated into
socio economic systems and structures.
• It involves :
o Changes in regulations,
o Industrial networks
o Infrastructure
o Culture

46. Technology Transitions
• Two Perspectives :
Technology
Transition
Boom &
Bust Cycles
Multi-level
Perspective

47. BOOM & BUST CYCLES
• Industrial Revolution
• Victorian Prosperity
• The age of steel
• Oil , mass production and consumer society
• Information Age
Common in these Cycles – Techno
Economic Paradigm – Exerts an
influence on Technological Change
Pervasive
Technologies
Production
Structure
Economic
Structure

48. MLP- Multi-level
Perspective
Niche
Regime
Landscape

50. Transition Paths
• Reproduction
• Transformation
• Technological Substitution
• DE alignment & Realignment
• Reconfiguration

51. Product Design
• Product design is the process of creating a new
product to be sold by a business to its customers. It
is essentially the efficient and effective generation And
development of ideas through a process that leads to
new products.
• Product design describes the process of imagining,
creating, and iterating products that solve users’
problems or address specific needs in a given market.

52. Steps in Product Design
• Idea Generation
• Concept Screening
• Competitive Analysis
• Concept testing
• In- depth analysis
• Prototype development
• Commercialisation

53. Changes in Product
Design
• Changing consumer
• Increasing competition
• Technological advancement
• New opportunities (growth and development)
• Risk diversification
• To increase company & brand reputation
• To utilise excess capacity

54. If you actually compare Laptops and Desktops, they are just two types
of product design of the same product – Personal computers. However, in the
last several years, we have seen that the market
share of Desktops has rapidly dropped and that of laptops has increased. This
is all because of a simple change in Product design.
Product design is important to an organization or a brand as it differentiates
the brands from others. We will always differentiate a Levi’s jeans from a
Killer jeans or we will always say that Arrow shirts are different from Van
heusen. This is because their product design is different.

55. Product design is the way you arrange the features and
benefits of the product to be presented to the customer. The
design can be a benefit in itself. When people used to listen
to Boom box’s, Sony brought the Walkman and it was an
instant hit.
It was just a product design change which involved a
different technology. Later on, Apple further changed the
design of the product and brought the I pod which again
took the major market share. And finally, Smartphones are
taking away the market share from Ipod.

56. Process Design
• Process : any part of an organization which takes a set
of input resources which are then used to transform
something into outputs of products or services.
• Design process of originating and developing a plan for a
product, service or process

58. Customer Satisfaction in
Process design
• Layout
• Location
• Process technology
• Human skills

59. Factors Necessitating the
Process Technology
• Nature of demand
• Degree of vertical integration
• Flexibility
• Degree of automation
• Quality level and degree of customer contact

60. Interrelated Product & Process
Design