2. M M Bagali, PhD in HR
Professor of Management and Human Resources,
Coordinating, Research in Management,
JAIN University,
319 / 17TH CROSS / 25TH MAIN / 6th PHASE / JP NAGAR,
Jain University/ Bengalore -560 078 / India
Tel: 80 43430400 / Fax: 080 26532730
mm.bagali@jainuniversity.ac.in
http://in.linkedin.com/in/mmbagali
Organizational Transformation
Developing the admired organization
3. The Matrix of Organizational Transformation:
Excellent workplace
Peoples Policy
Culture Change
5. • Do I have a Vision
• Do I have a Mission
• Do I have a Philosophy
• Do I have a Apt Leadership
• Do I have a High Performance Policy
• Do I have a Great Culture
• Do I have a Disciplined Workplace / workforce
6. Some best ways
• Grand Entrance
• Scooters are out…. Bikes are in
• Free food, and can order also
• Part of something larger
• Retainership Arrangement
• Pride within the organization
• Allows you to be distinctive, unique, different
8. • Where do we want to go?
• How ready are we to get started?
• What practical steps do we need to take?
• How do we manage the journey?
• How do we keep moving forward?
9. Strategic Thinking
• Establish a Sense of Urgency
• Form a Powerful guiding coalition
• Create a Vision
• Communicate the Vision
• Empowerment
• Have WINS now and than
• Look at failures
10. Research Theme in this area
• An invaluable HR input for HR strategy: Road
map based on Great place to work
• Key drivers for employee engagement
• Internal Employer Branding
• Employee Centric Change Agenda
11. Look at these....
• Identify Best Practices
• Identify Critical Policies
• Identify Critical HR Practices / Systems
• Identify Critical What works
• Identify Critical KRA/KPA
• Identify Critical Performance Evaluation
• Identify Profit Sharing Systems
• Identify Benefit Management
20. Establish a Sense of Urgency
• Talk of change
• The threat of losing ground in some way sparks
• Create enough urgency to prompt action. "Without
motivation, people won’t help and the effort goes nowhere
• To drive people out of their comfort zones
• When is the urgency level high enough?
• Kotter suggests it is when 75% of your leadership is
honestly convinced that business as usual is no longer an
acceptable plan.
21. Form a Powerful Guiding Coalition
• Change efforts often start with just one or two people,
include more and more
• Gather a large enough initial core of believers.
• change needs to have 3-5 people leading the effort.
22. Create a Vision
• A picture of the future
• Appeals all ….to customers, stockholders, and employees.
• Clarify the direction
• "A useful rule of thumb: if you can’t communicate the
vision to someone in five minutes or less and get a reaction
that signifies both understanding and interest, you are not
yet done with this phase of the transformation process".
23. Communicate that Vision
• Leadership should estimate how much communication
of the vision is needed, and then multiply that effort by
a factor of ten.
• The guiding principle is simple: use every existing
communication channel and opportunity.
24. Empower Others to Act
on the Vision
• Allow people
• Remove any obstacles
25. Plan for and Create Short-
Term Wins
• Most people won’t go on a long march for
change
26. Consolidate Improvements and Keep the
Momentum for Change Moving
• "Do not declare victory too soon".
• Leaders of change must go into the process
believing that their efforts will take years.
28. Drivers of Organisational Change
• The need for a crisis or some kind of “burning platform” to
motivate transformational change
• A clear vision and strategy … that allows room for iteration
• A recognition that transformation is a multi-year journey
• A need to put the customer or consumer in the center of the
transformation equation
• The critical importance of demonstrating to skeptics that different
actions can lead to different results
• The need to over-communicate to employees, customers,
stakeholders, and shareholders
29. Any questions or comments about the presentation can be sent to
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com