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Managing Change v1
            Sreeram Kishore Chavali
Feedback? Send email to cskishore @ gmail dot com
Meet ‘Change’


∗   Awareness is key
∗   Change is always happening and awareness helps
∗   Understand and deal with change in a better way
∗   Develop skills to deal with change

∗ You cannot wish ‘Change’ to go away by ignoring
Where?


∗ Personal Life
∗ At Work
∗ Society/Community
Flavors of Change?


∗ Positive Change
  ∗ Less resistance
  ∗ Generates positive energy
∗ Mostly Negative Change
  ∗ Threatens
  ∗ Causes problems
∗ Mixed Change
  ∗ Some positive outcomes
  ∗ Some negative outcomes
Change Triggers

       People         Expansion/Reduction          Process

• New leaders, team   • Product             • New Process
  members joining     • Location            • Change of Process
• Leaders, Team       • Unit                • Obsolete a process
  members leaving     • More..              • More..
• Change of
  responsibilities
  • Promotion
  • Transfer
  • New Job
Examples


Change              Trigger & Flavor   Duration for
                                       Stability/Completion
Change of CEO       People             6-12 months
                    Mixed

New Product         People, Process    6+ months
                    Positive
Promotion           People             1-3 months
                    Positive
Retire a product,   People             3+ months
business unit       Mostly Negative
Exercise


∗   List 5 to 10 changes in your recent experience
∗   Categorize them as People, Process or Both
∗   Define Change Type as Positive, Mixed, Negative
∗   Define Anticipated duration of change Vs Actual

∗ What happened?
∗ What could have been done differently?
People


∗   Always happening
∗   Harder to manage than process changes
∗   How to fill the ‘void’? Or deal with new ‘energy’?
∗   Who is impacted most?
∗   How are they coping?
    ∗ With news of change
    ∗ Immediately after the change
    ∗ Some time after change
∗ What is ‘support’ system for people?
∗ Help people to get through this ‘safely’
Expansion/Reduction


∗ Business Unit
  ∗ Creating new one
  ∗ Closing existing unit
∗ New Product
  ∗ Building new product
  ∗ Dropping an existing product
∗ More…
Process


∗ Triggered based on what is working and/or what is
  not working
∗ New rules, forms, checkpoints
∗ More…
Create a vision


∗ Clearly identify what is changing?
∗ Communicate the ‘change’ – to everyone, loud and
  clear
∗ Before – What am I seeing now
∗ After – What I will see later
Follow the Process
Recipe for success


∗   Don’t underestimate impact of change
∗   Avoid too many changes at same time
∗   Provide necessary support infrastructure
∗   Clearly identify stability/completion
∗   Plan for course correction
∗   Involve with people with relevant experience
∗   Avoid false sense of urgency
∗   Learn from experience
Resources

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Managing change

  • 1. Managing Change v1 Sreeram Kishore Chavali Feedback? Send email to cskishore @ gmail dot com
  • 2. Meet ‘Change’ ∗ Awareness is key ∗ Change is always happening and awareness helps ∗ Understand and deal with change in a better way ∗ Develop skills to deal with change ∗ You cannot wish ‘Change’ to go away by ignoring
  • 3. Where? ∗ Personal Life ∗ At Work ∗ Society/Community
  • 4. Flavors of Change? ∗ Positive Change ∗ Less resistance ∗ Generates positive energy ∗ Mostly Negative Change ∗ Threatens ∗ Causes problems ∗ Mixed Change ∗ Some positive outcomes ∗ Some negative outcomes
  • 5. Change Triggers People Expansion/Reduction Process • New leaders, team • Product • New Process members joining • Location • Change of Process • Leaders, Team • Unit • Obsolete a process members leaving • More.. • More.. • Change of responsibilities • Promotion • Transfer • New Job
  • 6. Examples Change Trigger & Flavor Duration for Stability/Completion Change of CEO People 6-12 months Mixed New Product People, Process 6+ months Positive Promotion People 1-3 months Positive Retire a product, People 3+ months business unit Mostly Negative
  • 7. Exercise ∗ List 5 to 10 changes in your recent experience ∗ Categorize them as People, Process or Both ∗ Define Change Type as Positive, Mixed, Negative ∗ Define Anticipated duration of change Vs Actual ∗ What happened? ∗ What could have been done differently?
  • 8. People ∗ Always happening ∗ Harder to manage than process changes ∗ How to fill the ‘void’? Or deal with new ‘energy’? ∗ Who is impacted most? ∗ How are they coping? ∗ With news of change ∗ Immediately after the change ∗ Some time after change ∗ What is ‘support’ system for people? ∗ Help people to get through this ‘safely’
  • 9. Expansion/Reduction ∗ Business Unit ∗ Creating new one ∗ Closing existing unit ∗ New Product ∗ Building new product ∗ Dropping an existing product ∗ More…
  • 10. Process ∗ Triggered based on what is working and/or what is not working ∗ New rules, forms, checkpoints ∗ More…
  • 11. Create a vision ∗ Clearly identify what is changing? ∗ Communicate the ‘change’ – to everyone, loud and clear ∗ Before – What am I seeing now ∗ After – What I will see later
  • 13. Recipe for success ∗ Don’t underestimate impact of change ∗ Avoid too many changes at same time ∗ Provide necessary support infrastructure ∗ Clearly identify stability/completion ∗ Plan for course correction ∗ Involve with people with relevant experience ∗ Avoid false sense of urgency ∗ Learn from experience