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Pro Bono Consulting project Carlos Sanuy Shaun Lobo Anant Harlalka Umesh Saha Tanushree Jana
Table of contents Objectives Pricing Analysis Organizational Behavior Analysis Financial Analysis Conclusion
1. OBJECTIVES ,[object Object]
Identify operational or structural difficulties
Present mitigation alternatives
3 approaches:Pricing Strategy Behavioral Analysis Financial Statements
3. ORGANIZATIONAL BEHAVIOR
Are you ready to lead a change? Desirable state of mind for the change leader
The cycle of change 1 Random incidents Waning activities Integration Recognition Initial actions Implementation
Phase 1: Random incidents ,[object Object]
It started with the intension of bringing about a change in the way the weavers have been working all this while.
You as a leader put thought into it to find out why this change it needed. You realized thatWeavers need to adapt their weaving style and patterns to the new styles of the market Weavers need to adhere to quality control mechanisms to get a better margin in the market
Phase 2: Recognition – build a case for change ,[object Object]
You need to study and understand your weavers before you build a caseWhat is the pattern of your change agents and where is your tipping point? What kind of potential resistance exits? What kind of social network exists in your organization? What are the weavers’ intrinsic and extrinsic motivations to weave with CCW and in general? Do they identify with CCW?  What are your and their sources of power ? How can you influence your employees?
Phase 2.1 Change agents in CCW ,[object Object]
The XL sheet has details of which weaver belongs to which class.
How to diffuse the change across these categories  of change agents?
We recommend you start with appreciative enquiry. Ask the weavers ‘When was it that you were at your best’ and the his answer should make you say and feel ‘Oh wow, is that so’.
Be ready to hear a lot of lashing out as the change takes place. The leader like Lord Shiva will need to digest a lot of poison before the Amrut comes out.
Innovators:+ Love new things. Any new idea excites them.  + Start with them.  + Speak to them individually in an informal setting about the change  + Get them involved in planning the change and pilots.
Phase 2.1 Change agents in CCW ,[object Object],+ Like to go for the change only if it benefits them. They may show a cognitive resistance ‘I don’t get it’. + Build a case for the change after winning over innovators and early adopters. Give rational reasons, show them their benefit. + Pay attention on ‘why’ not ‘how’. + Do not do an information overload. Keep it simple. + Have patience, allow them to digest the information ,[object Object],+Will adopt a change only if necessary. They tend to show the emotional resistance ‘I don’t like it’. + Use the early majority broker networks to influence them
Phase 2.1 Change agents in CCW ,[object Object],+ Are completely against the change. They may show personal resistance of ‘I don’t like you’. + Ignore them, keep them out of the change process, remove them from important leadership or influential roles. + They will automatically join the change movement when the late majority gets converted.
Phase 2.2 Change diffusion & social networks ,[object Object],+ There are certain weavers who have a more influential social network than others. We call them brokers. + Use them to diffuse the change to other weavers who are late adopters. + Rotate these brokers across different groups for a short while and have them diffuse the change over time. + The XL sheet provided has the details of these weavers.
Phase 2.3 What are their needs? How to motivate them? ,[object Object]
Show them the dream (Intrinsic)
Involve them across all activities of CCW, give them opportunity to grow, learn and demonstrate responsibility. (Intrinsic),[object Object]
Phase 2.3 What are their needs? How to motivate them? Giving them a sense of identity. Show them how their work is pride worthy and is used by large boutiques and exported.  Create a sense of pride in handloom. (Intrinsic) Better lifestyle – the weaver can work at home and be his own boss, use his own creativity (Extrinsic) Get trained in better weaving techniques and maintain a high degree of quality. (Extrinsic) ,[object Object],[object Object]
Start with the weavers whose goals are aligned and those who are innovators or early adopters.
Give them resources and ability to achieve the common goals.
Thus they will become your allies.,[object Object]
Influence: process by which one party attempts to change the attitudes and beliefs of others+ This and the next two slides analyze your and the weavers’ powers. + It also gives insights into how can you build your power, fight their power and influence them
Phase 2.5 What power do you have? Formal authority Communication network You Right Unit (N/A) Resources Knowledge / Reputation / performance / expertise United front / allies ,[object Object],You have formal authority and resources. Do not use formal authority except in the case where a resistor creates too much trouble.
Phase 2.5 What power do you have? ,[object Object],Use your resources to build your allies. Give these resources to the innovators and early adopters. Use the networks of the influential innovators and early adopters to spread the news about the change and to build your own network Learn some technical details about weaving. This will help the weavers develop trust and respect. Move later to the other types of change agents as suggested earlier
Phase 2.5 What power do they have? Formal authority Communication network Weavers Right Unit (N/A) Resources Knowledge / Reputation / Performance / Expertise United front / allies ,[object Object],They are strong in their networks and allies. Do not under estimate the power of resistance. If a weaver is upset with you or against you, he will use his network to put you in a bad light and reduce your credibility.  They can also make a lot of weavers quit CCW. Some of them have power due to their knowledge and expertise. You need to have these people in your side.
Phase 2.5 What power do they have? ,[object Object],If they are resistors, then you need to keep them satisfied in an illusion that they do not need to change until everyone else has been converted. They will change in the end. Weavers do not have resources. If you want to punish someone, you can starve them of resources. ,[object Object],Your risks and stakes are higher than those of the weavers. If you fail it is a big deal, if they fail it is not a big deal. ,[object Object],If someone is being difficult, you can trade your resources with the desired action.

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Pro bono ccw final ob

  • 1. Pro Bono Consulting project Carlos Sanuy Shaun Lobo Anant Harlalka Umesh Saha Tanushree Jana
  • 2. Table of contents Objectives Pricing Analysis Organizational Behavior Analysis Financial Analysis Conclusion
  • 3.
  • 4. Identify operational or structural difficulties
  • 6. 3 approaches:Pricing Strategy Behavioral Analysis Financial Statements
  • 8. Are you ready to lead a change? Desirable state of mind for the change leader
  • 9. The cycle of change 1 Random incidents Waning activities Integration Recognition Initial actions Implementation
  • 10.
  • 11. It started with the intension of bringing about a change in the way the weavers have been working all this while.
  • 12. You as a leader put thought into it to find out why this change it needed. You realized thatWeavers need to adapt their weaving style and patterns to the new styles of the market Weavers need to adhere to quality control mechanisms to get a better margin in the market
  • 13.
  • 14. You need to study and understand your weavers before you build a caseWhat is the pattern of your change agents and where is your tipping point? What kind of potential resistance exits? What kind of social network exists in your organization? What are the weavers’ intrinsic and extrinsic motivations to weave with CCW and in general? Do they identify with CCW? What are your and their sources of power ? How can you influence your employees?
  • 15.
  • 16. The XL sheet has details of which weaver belongs to which class.
  • 17. How to diffuse the change across these categories of change agents?
  • 18. We recommend you start with appreciative enquiry. Ask the weavers ‘When was it that you were at your best’ and the his answer should make you say and feel ‘Oh wow, is that so’.
  • 19. Be ready to hear a lot of lashing out as the change takes place. The leader like Lord Shiva will need to digest a lot of poison before the Amrut comes out.
  • 20. Innovators:+ Love new things. Any new idea excites them. + Start with them. + Speak to them individually in an informal setting about the change + Get them involved in planning the change and pilots.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. Show them the dream (Intrinsic)
  • 26.
  • 27.
  • 28. Start with the weavers whose goals are aligned and those who are innovators or early adopters.
  • 29. Give them resources and ability to achieve the common goals.
  • 30.
  • 31. Influence: process by which one party attempts to change the attitudes and beliefs of others+ This and the next two slides analyze your and the weavers’ powers. + It also gives insights into how can you build your power, fight their power and influence them
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41. Determine how will you measure success, based on what parameters. Examples: no. of sarees woven in x number of days, of y number of knots, with z number of defects.
  • 42.
  • 43.
  • 44. Keep enough time and space for contingencies
  • 45.
  • 46. Showcase the wins in public
  • 47. Follow up on targets
  • 48. Create a structured, consistent environment
  • 49. Make clear decisions / contracts
  • 50. Make the key stake holders feel the ownership
  • 51.
  • 52. Observe if the change is no longer new but is now a norm
  • 53.
  • 55.
  • 56. Use both intrinsic and extrinsic motivation techniques. The former are more effective
  • 58.
  • 59. This, combined with some structural and financial adjustments, could lead to the viability of the organization.
  • 60. The entire change management process will take a longer time perhaps 2-3 years.