Managing

Change
Session 1, 2 & 3
People –Key to Successful HR Transformation
1
Agenda

Section 1 Organization Change Mgt-Key to Successful Business Transformation

Section 2 Key Challenges and Need of Human Resource Transformation

Section 3 Objectives, Benefits and Best Practices

Section 4 A Systematic Approach to Organization Change Management-Waterfall & Agile

Section 5 Managing Human Aspects of Change-Plan and Lead Change

Section 6 Managing Human Aspects of Change-Lead and Sustain Change

Section 7 Success Stories –Europe, USA, UNO and APAC

Section 8 Q & A Session

2
 The way we do shopping

The way we book the cab/tickets

The way we do banking

Changing role of HR – From

Establishment to advocacy

Impacting the way, we do

businesses
Impacting and redefining new
ways of working……

3
 Time Square
4
 Growth Curve

5
 Triggers of Organization Change Management

•Outsourcing/Co-sourcing

•Cultural Transformation

•IT transformation-ERP

•Digital Transformation

Many More…..
6
 Why
Organization Change
Change Management -Research
Management-Business Case Indicates---
Source : Gartner

25 40

75
60

Failure Success Change Management Issues

Other Issues Story of HLL, CVRD etc
Enterprises contemplating widespread change
Root cause behind Initiative Failures
will fail to adequately consider their
Is lack of handling critical issues
organizational ability and willingness to adapt

Enterprises that fail to prepare and support their workforces for major and continuing
organizational change will miss business objectives by at least 30% and will experience
turnover rates of at least 20% annually for their key knowledge and leadership workers.

While considering a Large-Scale Change

an organization can learn from other’s mistakes
7
 Why Change Management

Plug right in the beginning of the

transformation cycle
8
ChallengesChange
Addressed by EfficientChallenges
Management Change Management & Stakeholders
Comm
Alignment Adoption Business Disruption
 Stated benefits of the  The new ways of  Critical business
Change/ working are systems halt
transformation adopted by only a resulting in loss of
program are not small portion of revenue, swelled
realized business/function costs, unhappy
customers and
 Leadership team is  Lack in effective
unmotivated
not aligned to the dissemination
employees during
business outcome and adopting by
transition and post
and benefits on new process,
culture
Change implementation Challenges and Imperatives

Leadership Change Communication Effective Training & Governance Structure & Fall in
Buy in Alignment & Team Challenges Performance. Roles efficacy Productivity
Collaboration support

OCM addresses these Problems…..

9
 Impact of Change

Vendors

IT Organization Technology-led transformation

Business Users Attitude towards
impacts the fundamental “ways-
Impact of Change
Change
of-working” of any organization
Executive
Management

• Change in business processes

• Change in working relationships

• Change in mindsets
Power to Influence
Decision-making • Cultural diversity

Executive External
• Performance parameters and
User Community IT Organization
Leadership Stakeholders
expectations
Key impacted stakeholders

* This map is based on our understanding of change elements in the perspective of transformation

10
10
 Change Challenge - Iceberg Paradox

Rational Business Case, Facts,

Figures, Logic, Analysis, Systems

Conscious World: Tangibles

Sub - Conscious World:

Intangibles
Attitudes, Values, Beliefs, Feelings,
Habits, Skills, Assumptions, OCM
Emotions, Norms, Culture

11
 Change Cycle – Valley of Despair

MINIMIZE NEGATIVE EFFECTS ON ENHANCE COMMITMENT TO

ENSURE SMOOTH TRANSITION CHANGE
PEOPLE

Business Transformation with minimum disruption within time and budget!

12
12
 Different Strokes for Different Folks
Change in itself may be simple, but the reaction to change varies and needs to be managed in a
systematic manner to achieve stated business objectives.
 Vision & Sponsorship - Case for Transformation
 Walk the Talk – Participate & Lead
 Create Success Stories
 Celebrate & Sustain the Transformation
 Communication (To Drive & Monitor)
 Buy-in, Commit and Drive
 Align Business Processes to Strategic Objectives
 Loss of Control / Authority
 Capability Development
 Communication (To Involve & Support)
 Involvement & Engagement
 Organization Structure & Role Clarity
 Capability Development
 Performance Management / Reward & Recognition
 Communication (What’s in it for me?)

13
13
 Agenda

Section 1 Organization Change Mgt-Key to Successful Business Transformation

Section 2 Key Challenges & Risks

Section 3 Objectives, Benefits and Best Practices

Section 4 A Systematic Approach to Organization Change Management-Waterfall & Agile

Section 5 Managing Human Aspects of Change-Plan and Lead Change

Section 6 Managing Human Aspects of Change-Lead and Sustain Change

Section 7 Success Stories –Europe, USA, UNO and APAC

Section 8 Q & A Session

14
 OrganizationChange
Change Management
Mgt. -Benefits

•Aligned to Business objectives and Priorities,

outcome and employee's adoption

•A process driven system that works for the

organization & employees by minimizing negative
impact, ensuring smooth transition

•Increased Business awareness amongst stakeholders

through sustained communication strategy

•Sustained Senior Leadership buy in across the

implementation Life Cycle

•Smooth Transition

•Employee Morale Intact

•Employees skilled and Ready

15
 How OCM help your organization transition smoothly?

 End goal is achievement of envisaged business objectives

Focused  All interventions are based on business requirements and in response to business
challenges

 The OCM life-cycle is in synchronization with overall transition plan

Integrated  The change interventions go hand-in-hand with transition activities to maximize
impact of transition activities

 Change interventions are not a “one-size-fits-all”, we ensure context-specific change

Context- responses
specific  Any change intervention is in response to a specifically identified change challenge

 Our methodology enables smooth transition and achievement of business outcomes

Enabler  Our methodology is supported by an array of tools and techniques developed by us
and perfected over a period of time with various clients change initiatives

Empirical, Real time and situation specific

16
16
 Key Challenges and Best Practices

Challenge OCM Response Best Practices

Any business/Digital transformation Buy-in all stakeholders through Sponsorship, Identify all relevant stakeholders and involve
effects organization core business, with Leadership Engagement & Stakeholder them, Leverage Leadership to drive the
everyone being affected across the board. Involvement change
Ability to adapt quickly to the new ways of Change in roles and responsibilities - Organization Redesign to ensure the
working without affecting business-as-usual effective re-profiling and redeployment organization is able to adapt quickly
Availability of centralized information - Availability of appropriate tools and Ensure availability of appropriate knowledge
change in mind-set to use information for necessary training & support to be given to support, to enable organization to adapt to the
better decision-making employees changes
Decision-making in the new environment - Effective training to ensure employees are Identify focused training needs and enable
real-time and highly analysis-dependent able to optimize available opportunities through focused training programs
Employees would need to be nursed and Dedicated training to increase Technology - Different users would have different learning
supported through this transition from literacy and support post-production to curves, recognize and plan training
their existing legacy / manual environment reduce the impact of dip in productivity accordingly
All events will be online / real-time, Effective Communication Communication for right people at the right
ensuring all employees are on the same time, specific message, communication is the
page key to ensure buy-in from all
Higher data visibility – empowered employees Major behavioral change - Employees would Ensure Employee feedback is taken, and
who can self-analyze their performance for transition through effective mentoring by the specific adaptability needs / risks are
continuous improvement senior leadership addressed

17
17
 Critical Success Factors

Motivate & Engage All

Establish Sense of Clarify and Share the
start during pre- Establish Change
Urgency around Benefits to GLL, SLL,
transition phase & Communication
Change FLL and Others
post

Key Factors
for User Continuous Communication
Adoption

Enhance and sustain Leverage Change team

Training & Show them WIIFM &
employees motivation to reduce learning
Performance support simple way of using
curve

Burning Platform
18
 Agenda

Section 1 Organization Change Mgt-Key to Successful Business Transformation

Section 2 Key Challenges and Need of Human Resource Transformation

Section 3 Objectives, Benefits and Best Practices

Section 4 A Systematic Approach to Organization Change Management-Waterfall & Agile

Section 5 Managing Human Aspects of Change-Plan and Lead Change

Section 6 Managing Human Aspects of Change-Lead and Sustain Change

Section 7 Success Stories –Europe, USA, UNO and APAC

Section 8 Q & A Session

19
 Managing Human Aspects of Change- Framework

The
TheChange Journey
Change Journey

Create Awareness
Create Enhance Understanding
Enhance Engage to Implement
Engage to Reinforce the Change
Reinforce Change
Awareness Understanding Implement

The Change
The ChangeManagement Cycle
Management Cycle

PLAN LEAD SUSTAIN

Understanding
Understanding the Leadership
Leadership Competency Sustenance
Communication
Communication Competency Building Sustenance
Organization
the Organization Buy-in
buy in Building

a.a.Identify the the

Identify b.b.Engage
Engagestakeholders and c. Institutionalize change
transformation
transformation pieces and
pieces build organization’s
Stakeholders and capabilities and ensure sustenance
c. Institutionalize
themes
and themes tobuild
adaptorganizational change and ensure
capabilities to adapt sustenance

20
20
 Managing Human aspects of Change – Waterfall
Methodology

PLAN LEAD SUSTAIN

Understanding Leadership Buy- Competency

Communication Sustenance
the Organization in Building

Establish Training
Identify and Analyze Conduct Change Develop and Deliver Celebrate Milestone
Strategy and
Stakeholders Charter Workshops Communications Achievements
Approach

Assess Organization Track and Monitor Assess Behavioral Design and Roll-out
Develop Leadership
Culture and Change Communication and Managerial Reward and
Engagement Plan
Readiness Effectiveness Training Needs Recognition

Establish Periodically Realign Design and

Orient the Change Assess Business
Communication the Communication Establish Feedback
Management Team Impact of Change
Strategy and Plan Plan Systems

Conduct Leadership Leverage New Facilitate Creation Facilitate Issues

Establish Change
Engagement Communication and Delivery of Resolution through
Strategy and Charter
Workshops Channels Training Programs Helpdesks

Assess People Risks Assess Impact of Realign

Constitute Change
and Develop Training and Plan Performance
Management Team
Mitigation Plan Enhancement Management

This is the basket of Change Management Interventions that we recommend in Facilitate Institutionalize
any large scale Business Transf ormation. Based on the current readiness state Organizational Change through
.
of the organization and context of transf ormation, specif ic interventions would be Realignment Change Team
f inalized f or implementation.
21
21
 8
Rollout strategy would be focused on user experience to drive sustainable
adoption-Agile Way
A Product Roadmap: Dates indicated are product go live dates

2017 2018
DEC Feb May SEP DEC
Timelines
Continuous Users feedback & enhancement

LEGEND

DISCOVER

Product Product Product Product Product DESCRIBE

Feedback Feedback Feedback Feedback Feedback

FUTURE IDEATE
MVP RELEASE RELEASE RELEASE RELEASE PROTOTYPE
Users Users Users Users Users RELEASES
experience 1 experience 2 experience 3 experienc 4 experience
feedback feedback feedback e feedback feedback TEST

IMPLEMENT

B Roll out Strategy : IMPLEMENT Roll out approach indicated here is for the pilot group.

Understand & educate R-Growth, identify impacted stakeholders & assess

Continuous communication & users
readiness, create appropriate enablement & adoption strategy & plan
adoption support

Create awareness and buy-in with all impacted stakeholders, identify roles
Engage stakeholders and support users and responsibilities, create celebration strategy to support users
performance to ensure adoption motivation`

22
 Adoption Approach: Agile Way
A ADOPTION AND DEPLOYMENT APPROACH:
Phase of enablement &
Detailed activity of each stage of users enablement & adoption
adoption

1. Plan Stakeholder analysis & Enablement assessment- Platform enablement Leadership engagement plan Continuous feedback from
mapping risk & mitigation strategy & plan & cascade impacted users and
incorporate
2. Lead Platform champions team Communication Performance support Performance Support: Users Mapping roles with
selection & alignment Approach and Plan Approach & plan Guide, FAQ, Videos etc. individual

3. Deploy Training delivery to Feedback & realignment Enhance users Communication feedback and Users perception &
Powers Users motivation: design & realignment experience feedback
roll out of R & R

4. Sustain Facilitate handholding Reinforce leadership Address issues and Continuous performance Institutionalization and
(peer to peer) & adoption commitment & mobilize concerns of users support: on line help desk rollout to other
support adoption business/function

2017 2018 2019

B ROLL OUT PHASES:
FUTURE
VERSION 0 VERSION 1 VERSION 2 VERSION 3 VERSION 4 VERSIONS

VERSION 0 
Roll out 1 Pilot User group

Identified Business /
VERSION 1 
Roll out 2 Function
VERSION 2 
Identified Business /
Roll out 2 Function VERSION 3 
Identified Business /
Roll out (n) Function
VERSION 4 
Decision Points: 1.Roll out strategy to other business/function across RIL
2. Team Ramp up for Pilot and other roll out
23
 Platform Rollout Roadmap: Agile Way

2019 2020 2021

ROLL OUT PHASES:
FUTURE
VERSION 0 VERSION 1 VERSION 2 VERSION 3 VERSION 4 VERSIONS

VERSION 0

Roll out 1 Pilot User group

VERSION
1 
Identified Business /
Roll out 2 Function
VERSION
2

Identified Business /
Roll out 2 Function
VERSION
3 
Identified Business /
Roll out (n) Function
VERSION 
4

Decision Points: 1.Roll out strategy to other business/function across RIL

2. Team Ramp up for Pilot and other roll out
24
 Agenda

Section 1 Organization Change Mgt-Key to Successful Business Transformation

Section 2 Key Challenges and Need of Human Resource Transformation

Section 3 Objectives, Benefits and Best Practices

Section 4 A Systematic Approach to Organization Change Management-Waterfall & Agile

Section 5 Managing Human Aspects of Change-Plan and Lead Change

Section 6 Managing Human Aspects of Change-Lead and Sustain Change

Section 7 Success Stories –Europe, USA, UNO and APAC

Section 8 Q & A Session

25
 Managing Human Aspects of Change- Framework

The
TheChange Journey
Change Journey

Create Awareness
Create Enhance Understanding
Enhance Engage to Implement
Engage to Reinforce the Change
Reinforce Change
Awareness Understanding Implement

The Change
The ChangeManagement Cycle
Management Cycle

PLAN LEAD SUSTAIN

Understanding
Understanding the Leadership
Leadership Competency Sustenance
Communication
Communication Competency Building Sustenance
Organization
the Organization Buy-in
buy in Building

a.a.Identify the the

Identify b.b.Engage
Engagestakeholders and c. Institutionalize change
transformation
transformation pieces and
pieces build organization’s
Stakeholders and capabilities and ensure sustenance
c. Institutionalize
themes
and themes tobuild
adaptorganizational change and ensure
capabilities to adapt sustenance

26
Organizational Change Management – Plan the Change

Plan for Change Lead Change Sustain Change

Sustenance Track
Understanding the Leadership Communication
Competency Building
Organization Track
buy in

Stakeholder
Analysis

Change Readiness
Assessment

Change Charter,
Change Team
Specification &
Constitution

Change team
Orientation Training

Continuous Communication Track

27
Organizational Change Management – Lead the Change

Plan for Change Lead Change Sustain Change

Sustenance Track
Understanding the Leadership Communication Track
Competency Building
Organization
buy in

Change Charter Strategy

Context Mandate Initiatives Risk
Preparation Phase - Establish Change Visio n - Publicly suppo rt and explain - Lack o f availability o f key
and Set Directio n decisio n to start the pro ject leaders o wing to
- Describe benefits resulting o ut o f co nflicting initiatives
the initiative - Inadequate / Inco nsistent
- Release Reso urces co mmunication fro m
Executive Team

Business Blueprint Phase - Get invo lved in Pro ject - Identify co rrect Stakeho lders & - Inco rrect identificatio n of
- Ensure Sustenance o f fo ster a sense o f o wnership Transitio n Leadership –
credibility in the Pro ject co mmitment Stakeho lders
by exhibiting appro priate - Co mmunicate Pro gress and - No n-sustenance o f
Change Charter Workshop Leadership characteristics
- Co ntinuously reinfo rce
maintain pro ject mo mentum
- Suppo rt Organizational Change
co mmunication may lead
to sagging mo mentum
and Cascade benefits Readiness and Risk Assessment
- Co ach and Pro vide Feedback to
- Inco rrect / Inadequate
Risk Assessment
Stakeho lders and Organization - Lack o f Invo lvement o f
- Finalize & Sign-o ff Business all Stakeho lders / Failure
Blueprint Do cument to co mmit reso urces o r
make key decisio ns

Leadership: Establishing joint change leadership

Leadership Engagement
Workshop and Cascade
Line
Project Organization
Leadership Leadership

Joint Responsibilities:
• Set and inspire others around compelling project vision
• Communicate change and impacts to organization and individual Stakeholders
• Receive and incorporate feedback from organization Stakeholders about project issues and progress
• Allocate resources
• Determines strategic direction, challenge and input to process design
• Reach decisions around major deliverables
• Coach and counsel individuals through transition

Continuous Communication Track

28
 Organizational Change Management – Lead The Change

Plan for Change Lead Change Sustain Change

Communication Track
Sustenance Track
Understanding the Leadership Competency Building
Organization
buy in

Communication Strategy
Workshop

Communication Action
Plan

Communication
Effectiveness
Measurement

Organization Risk
Assessment

Continuous Communication Track

29
 Organizational Change Management – Lead The Change

Plan for Change Lead Change Sustain Change

Sustenance Track
Understanding the Leadership Communication Track
Competency Building
Organization
buy in

Training Strategy and

Plan

Facilitation of Training
Delivery Phase I & II

L1 L2 L3 L4 Lvl 1 Owner Lvl 2 Owner Lvl 3 Owner Lvl 4 Owner

Role Generic Description of the Role PRG FIN PRT HR PAY IT
ID ID ID ID
Initiator Responsible for making requisitions within the limits given by the budget allotments
Organization
1 Strategy to Allotment Dir, PRP
1.1 Strategy to Plan Dir, PRP
1.1.1 Analysis to Strategic Objectives Dir, PRP
Certifier Responsible for the clearance of the obligating documents within the limits given of
1.1.1.1 Formulate Strategic Objectives PRP
the delegated authority
Realignment & Approver Responsible for verifying that the use of funds are appropriate and it is within the
budget allotments. One individual with confirmed responsibilities to approve
1.1.1.2
1.1.1.3
1.1.1.4
Define performance indicators with baselines, and target values
Describe issues and challenges
Formulate strategic approaches
PRP
PRP
PRP
1.1.1.5 Develop resource outlook PRP

Deployment Comptroller
Director of Administration and Budget (DAF)
HQ - Highest level of authority for financial issues in organization.
RO - Highest level of authority for financial issue in the Regional Offices.
1.1.2 SO to OWERs
1.1.2.1
1.1.2.2
Develop Regional and HQ contributions (develop draft RER/HQERs)
Formulate OWERs
Dir, PRP
PRP
PRP
1.1.2.3 Define indicators, baselines and 6 year targets for OWERs PRP
Responsible for FIN, BUD, HR, Procurement, Security
1.2 Plan to Budget Dir, PRP
Chief Accountant HQ - Develops policy on accounting and finance issues. Overall responsibility for 1.2.1 6 year OWERs to 2-year targets Dir, PRP
integrity of accounting database. Official signature for certified financial reports 1.2.1.1 Develop 2 year indicator target PRP
and WHO financial report. 1.2.2 OWER 2 year target to costed OWER Dir, PRP
1.2.2.1 Estimate cost of OWERs at each office per department PRP
Chief Treasury HQ - Develops policy on accounting and finance issues. Overall responsibility for 1.2.2.2 Aggregate costs of OWERs at organisation-wide level PRP
integrity of accounting database. Official signature for certified financial reports 1.2.3 OWERs to forecast income Dir, PRP
and WHO financial report. 1.2.3.1 Estimate resources to be mobilized at office level PRP
1.2.3.2 Aggregate resources to be mobilized organisation-wide PRP
Budget and Finance Officers (BFOs) - Regions RO - Responsible for budget, finance and payroll issues in the regional offices
Training Impact General Ledger Manager Core Area of responsibility is the management of General Ledger and of the
accounting function:
1.2.4 Costed OWERs to consolidated PB
1.2.4.1
1.2.4.2
Consolidate costed OWERs by SO
Peer review
Dir, PRP
PRP
PRP
· Chart of Accounts 1.2.5 Consolidated PB to Approved PB Dir, PRP

Assessment · Journal vouchers, general ledger accounting, accounts reconciliations

· Closure and Management Reporting preparation, detailing financial results
1.2.5.1
1.2.5.2
1.2.5.3
Revise OWERs
Adjust consolidated PB figures (costs and estimated resources)
Review and accept/approve the PB regionally and organization-wide
PRP
PRP
PRP
· Establishment of accounting practices to ensure accurate and reliable data 1.2.5.4 Develop the appropriation resolution PRP/CBF?
1.2.5.5 Approve the PB PRP
necessary for business operations
1.2.5.6 Reflect approved PB figures in GL PRP
- Manages monthly/yearly consolidations 1.3 Budget to Workplan Dir, PRP
- Supports Chief Accountant in maintaining integrity of the accounting database 1.3.1 PB OWERs/RERs to OSERs Dir, PRP
and global financial reporting. 1.3.1.1 Refine RERs/HQERs PRP
1.3.1.2 Develop/refine OSERs (2 year) PRP
The role could include the management of the Asset Accounting
1.3.2 PB to Allocations Dir, PRP
1.3.2.1 Allocate regular budget based on PB (Tentative Allocations) PRP
1.3.2.2 Allocate regular budget based on PB (adjusted allocations) PRP
1.3.2.3 Allocate AS funds based on PB PRP
1.3.2.4 Allocate voluntary contributions based PB PRP
1.3.2.5 Reflect allocations in GL master budget CBF

Continuous Communication Track

30
Organization realignment is critical to transition to new ways of working

Training Calendar Training Impact Assessment

Project Team Training

Course Course Team Member's Sched.

Level Description Mode of Training Location Completed
No. (No. Days) Name/Role Date

Tony Maharaj / Prakash classroom sessions using

SAP01 1 SAP R/3 Overview 1 1/28/2005 Training Room, Administrative Block Yes
Vernekar PowerPoint presentations

classroom sessions using

MM01 1 Materials Management Module 1 Prakash Vernekar 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
SD01 1 Sales & Distribution Module 1 Willem van derMerwe 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
PP01 1 Production Planning Module 1 Johan de Beer 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
FI01 1 Finance Module 1 Narayan Seshadrinathan 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
CO01 1 Controlling Module 1 Narayan Seshadrinathan 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
PM01 1 Plant Maintenance Module 1 Siva Kumar Peddada 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations
classroom sessions using
Q3 How well organized and easy to understand was the course content? 4.1
BA01 1 Basis 1 Jayakumar Ettiyappan 1/28/2005 Training Room, Administrative Block Yes
PowerPoint presentations Q1 How well did the instructor explain and fulfill the program objective? 4.0

SAP02 2 SAP R/3 Overview

Tony Maharaj / Prakash Q2 How well was the training material presented? 4.0
Vernekar
Q5 What was your overall rating for this training? 4.0
07/02/2005 Classroom session + hands- Will presented information have a practical application to you on your
MM02 2 Materials Management Module 15 Prakash Vernekar
onwards on training
Training Room + SAP Project Room
3.9
07/02/2005 Classroom session + hands- Q4 job?
SD02 2 Sales & Distribution Module 15 Willem van derMerwe Training Room + SAP Project Room
onwards on training
Q6 Amount of new information learned? 3.7

Role Definition and Clarification Process – Role Framework

Role Generic Description of the Role PRG FIN PRT HR PAY IT Process - Position Linkage

Technical - Planning& Audit

Initiator Responsible for making requisitions within the limits given by the budget
allotments

Commercial -II
Commercial -I
Certifier Responsible for the clearance of the obligating documents within the limits given

BU Head
PROCESS

People
of the delegated authority Sr. No. PROCESSES FLOWCHART Overview of Process Remarks
Approver Responsible for verifying that the use of funds are appropriate and it is within the REFERENCE
budget allotments. One individual with confirmed responsibilities to approve

Comptroller HQ - Highest level of authority for financial issues in organization.

Director of Administration and Budget (DAF) RO - Highest level of authority for financial issue in the Regional Offices.
Responsible for FIN, BUD, HR, Procurement, Security
All activities related to
Chief Accountant HQ - Develops policy on accounting and finance issues. Overall responsibility inspection of incoming RM ,
for integrity of accounting database. Official signature for certified financial 1 Receipt BCOM.02-CF.01 Y Y Clearance of RM and
reports and WHO financial report. passing on the information to
RMS & Purchase
Chief Treasury HQ - Develops policy on accounting and finance issues. Overall responsibility
for integrity of accounting database. Official signature for certified financial
reports and WHO financial report.
Budget and Finance Officers (BFOs) - Regions RO - Responsible for budget, finance and payroll issues in the regional offices Carry out all the activities
related to storage,
General Ledger Manager Core Area of responsibility is the management of General Ledger and of the 2 Storage and Preservation BCOM.03-CF.01 Y Y preservation and inventory
accounting function: as per technical standards
· Chart of Accounts and departmental standards.

· Journal vouchers, general ledger accounting, accounts reconciliations Carry out all the activities
· Closure and Management Reporting preparation, detailing financial results related to issuance of RM
· Establishment of accounting practices to ensure accurate and reliable data against the requirement
given by planning as per
necessary for business operations technical standards and
- Manages monthly/yearly consolidations departmental
3 Issuance BCOM.04-CF.01 Y Y
- Supports Chief Accountant in maintaining integrity of the accounting database standards.+Carry out all
activities related to despatch
and global financial reporting. of raw materials for
The role could include the management of the Asset Accounting conversion as per schedule
received from HO and
maintain records.

31
 Sustenance

Performance Management Systems

Post Transition
Sustenance

Center of Excellence

Help Desk

A Help desk is carefully designed and set up. These Help Desks are populated by Change
Agents, Trainers, Subject Matter Experts and Consultants. A detailed Survival Guide is
prepared with telephone numbers of the 24/7 Help Desk members

A detailed design of Center of excellence can be provided to the organization is the

organization has embarked on a journey to becoming Process Centric. Change Management
Consultants can, as a future scope, set this Center of Excellence for the Organization.

32
 Organizational Change Management – Sustain The Change

Plan for Change Lead Change Sustain Change

Understanding the Leadership Communication Track Sustenance Track

Competency Building
Organization
buy in

Design of Reward
and Recognition
Scheme

Reward and
Recognition
Scheme roll out

Effective Feedback
System & Helpdesk

Continuous Communication Track

33
Understanding the impact of changes is key to obtaining buy-in

Business Impact Analysis Change Storyboard

Change Analysis
Create Customer Master in the current process when the
customer master data is created only limited master data is
maintained i.e. customer name, customer address 1,
customer address 2, customer address 3, and the territory
number, finance and sales do not share customer master
data as each maintains the customer data separately in
their own respective systems. The customer payment terms
is maintained in the creation of the sales order and not in
Process Change – What is different? the customer master. No ship to party master data is
maintained as this data is entered in the creation of the
sales order here the ship to party address etc is maintained,
in the SAP environment all of the above plus a lot more
customer master data will be maintained in the customer
master.
The customer will be assigned a system generated number
CHANGE 1

which will be used by both SD and FI to do update’s if and

when required to the customer master.

The business benefit in changing the way the customer

master data is captured will have a significant impact on
the visibility of customer related data, within SAP the
customer master data is shared between sales and
distribution and finance where each module will be
Business Benefit – Why are we
responsible for the creation and maintaining of module
changing the process?
specific customer master data, customer master data when
created will also carry the ship to party/s, bill to party/s
and payer/s record numbers, the other business benefit is
that there is a single point of entry to maintain customer
master data

Degree of Change – What impact will

High
it have on the organisation?
34
34
Communication Approach: Ensures Better Adoption & Sustenance
B Expectation from different target audience
A Stakeholders Communication Approach

Target Audience
Project team &
Leadership Platform Leads
Users

 Lead by example  Lead by example  Lead by example

Communication Approach

 Recognize early  Involve & cascade  Support change

adaptors on Change benefits to users adoption
 Identify evangelist &  Support change  Support pear group
celebrate success adoption by addressing
 Communicate  Motivate platform queries and

Expectation
benefits champions, best concerns
 Reinforce Platform users  Leverage informal
Awareness Understanding Participation Involvement Commitment
adoption  Act as evangelist network
 Change  Change  in creating  in Change  to the success communication:
Program value active program of Change and support change
Objectives, proposition support activities, and to the self adoption cross peer to peer
overall /WIIFM and helping in by alignment functionally
benefits, associated positive disseminat to the new or  Recognize early
expected for attitudes ion of the altered ways adaptors
schedule & managers, towards informatio of working
outcomes employees, the n and
IT etc. Change performan
program ce support
throughout
C Communication objectives
 Clear & concise message to target audience on changes, new ways of
working-process, culture
Above outlined communication approach will be used for educating
 Educate & reinforce benefits – to all Stakeholders
identified target audience (Leadership, Managers and Users) to  Relevant and targeted communication
ensure early commitment and adoption to the change.  Adequate and timely communication to target audience

35
Communication is the key to engaging stakeholders & obtaining buy-in & support

Communication Audience Analysis Communication Calendar

Communication Delivery Tracker Communication Effectiveness Measurement

Audience
IT employees - Rebadged
IT employees - Retained

Transition Project Team

Change Control Board &
Executive Committee

Media / Community
Managing Directors

Internal Clients

Communication Communication Communication

IT employees -

All Employees
Change Team

Transitioned

Geography Communication Event Frequency and Time Due Date

Responsibility Creation Responsibility Approval Responsibility
Vendors
HR

Gl oba l Communi ca ti on
Gl oba l X X X X X Project Kick-off Program Manager Once, 11/17/2008 Proj ect Ma na ger 11/17
Tea m

Weekly (Tuesday of Monda y EOD

Gl oba l X X X X X Project Status Update Program Manager Progra m Ma na ger Progra m Ma na ger
every week) every week

Project Launch Gl oba l Communi ca ti on

Gl oba l X CEO, ExCom, MDs 15-Dec-08 ExComm 12/12
Announcement Tea m

Employment status
Gl oba l X X X Communication to HR, IT Unit Head Week of 12/22 onwards Kel l y I T Uni t Hea d, Todd 12/22
affected employees
Benefit / Retirement
Gl oba l X X X HR Week of 12/22 onwards Kel l y Todd 12/22
Information

Global Communication Gl oba l Communi ca ti on

Gl oba l X Media Release 12/15/2008, May end Ma ry Berner 12/12
Team Tea m

36
Sample communications we have created during OCM engagement

What is a Team?

Two or More People Who Must Work Together

to Accomplish Common Goals

37
 Agenda

Section 1 Organization Change Mgt-Key to Successful Business Transformation

Section 2 Key Challenges and Need of Human Resource Transformation

Section 3 Objectives, Benefits and Best Practices

Section 4 A Systematic Approach to Organization Change Management-Waterfall & Agile

Section 5 Managing Human Aspects of Change-Plan and Lead Change

Section 6 Managing Human Aspects of Change-Lead and Sustain Change

Section 7 Case Study -Success Stories

Section 8 Q & A Session

38
 Case 1-2 Stakeholders Analysis and
Change Readiness Assessment

Slide No. 39
39
 Case 3 Change Readiness Assessment-
Case Study- Copenhagen -Denmark

Slide No. 40
40
 Change Readiness Assessment-Objectives

 To identify and Capturing the expectations and perceptions of

employees and other stakeholders –Change Readiness
Assessment

 To analyse the survey results in terms of Areas of concern,

improvement and Strength

 Recommending possible Change Management interventions

Background of the imitative

/Project
41
41
 Change Readiness
DimensionsAssessment-Dimensions CoveredAssessment
and items – Change Readiness
A total of 47 items under the 13 dimensions were finalized with 3 other items on suggested
interventions, IT initiative stage and preferred communication media.
S NO DIMENSIONS NO. OF ITEMS

1 Work Orientation 3
2 Quality of Work Life 3
3 Leadership 3
4 Empowerment 4
5 Problem Solving & Decision Making 3
6 Conflict Management 3
7 Creativity and Innovation 3
8 Communication 3
9 Role Efficacy 3
10 Goal Setting and appraisal 3
11 Training/Education 3
12 Teamwork 3
13 Perception of Employees about the IT initiative 10

TOTAL NO. OF ITEMS 47

42
42
 Findings of Change Readiness
Assessment

43
 Change Readiness Assessment- Overall Findings-Mangers & Staffs

Low A: Work orientation G: Creativity & innovation

B: Quality of work life H: Communication
concern C: Leadership I: Role efficacy
0,60 0,53 D: Empowerment J: Goal setting and PULS
E: Problem solving & Decision K: Training & Education
0,50 making L: Team work
F: Conflict Management M: Perceptions about ITIL
0,40 0,34 Implementation

0,30
0,18
0,20
Score

0,10
0,01 0,00
0,00
A B C D E F G H I J K L M
-0,10
0,00 -0,04 -0,04 -0,03
-0,20 -0,15

-0,30 -0,23
-0,27 -0,27
Areas of Concern
-0,40

High Areas for improvement

concern Dim e ns ions

Areas of Strength

Slide No. 44
44
 Overall Change Readiness and Best Practice

Resistance to
2,10
change
2,05 2,05

2,00 Baseline

1,95 1,94
1,90

1,85 1,84
1,80

1,75

Change 1,70
readiness Managers Staff Overall change
Readiness

45
 Case 4:Organization Communication Plan-TJX

46
 Case 5-Capability Building-Automobile Industry

47
 Managing Human Aspects of Change-Framework

TheChange
The Change Journey
Journey

Create Enhance Engage to Reinforce the

Reinforce Change
Awareness Understanding Implement Change

TheChange
The ChangeManagement
Management Cycle
Cycle

PLAN LEAD SUSTAIN

Understanding
Understanding Leadership
Leadership Competency
Competency
Communication Sustenance
the Organization
the Organization Buy-in
buy in Building

a.
a. Identify the
Identify the b.
b. Engage
Engage c. Institutionalize
transformation
transformation pieces stakeholders
Stakeholders and and c. Institutionalize
change and
build organization’s
build organizational change and ensure
ensure sustenance
pieces and themes
and themes
sustenance
capabilities totoadapt
capabilities adapt

48
48
 Objectives of Training Strategy and Plan

• To support development & transfer of Knowledge

• To increase user acceptance to new system
• To provide an ideal environment for making the most of
knowledge assets
• To ensure timely & effective training to End Users
• To ensure transfer of learning at the workplace.
• Ensure the overall readiness of all the various impacted
divisions to deploy the new ways of working (WOW) in terms of
competencies & ability of the end-users to use the new system.
• To enhance the effectiveness of training
• Minimize the need for re-training
APC Story

49
49
 Siebel CRM Training Program Guiding Principles

Hands On Modular Competency Apply

based role lessons Sustainable Cost
based learned Effective

Learning by Training will Leveraging Training will Large

Training will be
doing be tailored : existing be on-going target
modular competency- training and will audience
based Role experience continue after to be
based deployment trained
Training through
handouts will Train the
be used for trainer's
on-going approach
learning

50
50
 Mapping Associates to Training Modules

To Be Business Process

New Roles &

Functional Roles responsibility

Mapping

Training Modules Impacted Associates

Siebel
Skill Gap
CRMTraining
Training Users Acceptance (UAT)

51
 Comprehensive Competency Building Plan

Comprehensive Training Plan

Division Roles No of Users Business Champion Key Users End Users Role based Training Module & Train the Trainers Training Duration UAT
date for TOT Date
Group 1 Group 2
Trainer: Ahmed Mohammad Trainer: Khalid Kamal Module:Siebel
Abdul Mahmoud Alarabi Marketing and
Module:Siebel Marketing Siebel
and Siebel Automotive, Automotive,
Khalid Kamal Fares Ibraheim O. Awni Siebel CTI Siebel CTI
Godwin Enerio Odai Salama Date: Godwin Enerio Fares Ibraheim O. Awni Date:
Campaign Executive, Fahad Al Sionbi Mohammed Salem Elmousifiry Duration : One day Fahad Al Sionbi Odai Salama
Campaign Admin, Marketing Ahmed Al Tawbah Ahmed Al Arabi Abdullah Ali K. Alshamranei Resource Manager Ahmed Al Arabi Mohammed Salem Elmousifiry
UIS Executive, Marketing 16 Ahmed Mohammad Duration: 1-day
Manager, Tele marketing Abdul Mahmoud Alarabi - Classroom
Agent UAT session

Ali Saleh Zharni Mohammad Shukri M. Butish Siebel Campaign Ali Saleh Zharni Abdullah Ali K. Alshamranei
Jalal Al Amri Mohammed Kano Siebel Event Management Jalal Al Amri Mohammad Shukri M. Butish
Muhammed Saad H Al Zahrani
Muhammed Saad H Al Zahrani Mohammed Kano

Note: Some of the roles may change in the implementation and post implementaion phase
Key Users and end names for training may change in the later part
Dates for training to Key users and end Users may likely to Change based on
52
52
 Case 6-Reward and Recognition Scheme

54
 Managing Human Aspects of Change Framework

TheChange
The Change Journey
Journey

Create Enhance Engage to Reinforce the

Reinforce Change
Awareness Understanding Implement Change

TheChange
The ChangeManagement
Management Cycle
Cycle

PLAN LEAD SUSTAIN

Understanding
Understanding Leadership
Leadership Competency
Competency
Communication Sustenance
the Organization
the Organization Buy-in
buy in Building

a.
a. Identify the
Identify the b.
b. Engage
Engage c. Institutionalize
transformation
transformation pieces stakeholders
Stakeholders and and c. Institutionalize
change and
build organization’s
build organizational change and ensure
ensure sustenance
pieces and themes
and themes
sustenance
capabilities totoadapt
capabilities adapt

55
55
 Objectives of Reward and Recognition Scheme

• To Recognize and Reward the contributions of its

employees in achieving the goals of the MCA21 program.

• In doing so the ministry intends to establish

• Equal opportunity for all employees to achieve more.
• Respect for the individual efforts,
• Reward to Initiative and Hard work

56
 Features of Reward and Recognition Scheme

An innovative MCA21 Specific

scheme

Motivation to
Benefits of Individual
Recognition & Rewards & Teams

57
 What will be rewarded - Performance Indicators

Individual Level Team (ROC) Level

• Pre-Scanning Activity • Pre- Scanning Activity
• Digitization • Digitization
• Training • Training
• Data Migration • Non IT Infrastructure
• Data Migration

Employee Behaviors measured for success

Leading Change
What Will be Rewarded…
Adaptability to change
Supporting the Team (team work) •Significant contributions
Problem Solving & decision Making •Desired behaviors
Communication •Special Efforts
•Teamwork

58
 Performance Indicators

HQ/ RD/ ROC Group Individual

Performance Performance Performance Group
S.No Task Activities Measure Measures Measure Group A B Group C Group D
Timelines Quality
, cost- and risk
A Digitization mgt
30
Preparation of file for files/employee
1 scanning /day
Validation of scanned 30
document & digital files/employee
2 signature /day

B Training

1 % Attendance 100% 100%

Average HQ/ RD/

2 Training score Index ROC score 1-5 scale

Non IT
Infrastruct
C ure TBD - Timeline
Identify and make
available space for
server room TBD - Timeline

Facilitate server room

preparation, installation
of Gensets, UPS and Air
conditioning TBD - Timeline
59
 Reward and Recognition Schemes

1. Employee of the month Award

2. Achievers Award

3. Leadership Excellence Award

60
 Employee of the Month

Objective : To reward & recognize the employee giving best

contribution to implementation of MCA21

Eligibility: All Employees

Basis: Top performer in the ROC office

Responsible factors: Management Information System

Responsibility: Consultant, R & R Coordinator- ROC office

Periodicity: Monthly
Award:
•Letter of Appreciation
•Cash Reward
61
 Achievers Award

Objective : To Reward & Recognize the employee giving significant

contribution to the Implementation of MCA21

Eligibility: All Employees

Responsible factors: Management Information System

Responsibility: Consultant, MCA

Periodicity: Award will be given after successful go live of the project.

Award: Performance rating Award

Less than 3 (<60% achievement) -
Between 3 & 3.5 (greater than 60% and Certificate & Gift Cheque worth Rs.
equal to 80%) 1100/-
Between 3.6 & 4 (greater than 80% and Certificate & Gift Cheque worth Rs.
equal to 100%) 2100/-
more than 4 (>100% achievement) Certificate & Gift Cheque worth Rs.
2500/-
62
 Leadership Excellence Award
Objective : To recognize and reward best performing RD/ROC

Eligibility: All RDs / ROCs

Basis: Top three performing RD/ ROC

Responsible factors: Change Management Grid

Responsibility: Panel comprising representatives from MCA,

consultants from other Partners

Periodicity: Award will be given two months after successful Go-Live

at all Locations i.e. August 20016

Award: Champions Cup & Celebration Party with Minister

- Best RD/ ROC Award
- Runner’s Up
- 2nd Runner’s Up
63
 Case 7-Organization Risk Assessment (ORA)

64
 Organization Risk Assessment & Mitigation Plan - Objectives

• Collect stakeholders perceptions about the Siebel CRM

Project and the business.
• Identify project risks and its possible impact on the
organization
• Rank the risks by priority (tackling risks with high impact
first)
• Prepare a mitigation action Plan

65
 The Assessment Instrument & Response Profile

• ORA (organization Risk Assessment) Instrument consisted of 14

multiple choice questions measuring on a scale of 1 - 5 (Strongly
Agree –Strongly Disagree).
These questions focused on three dimensions:
• The Dimensions
1. Addressing the credibility-Ability/Skills/Resources
2. Organizational impact, and
3. Personal impact of Siebel CRM Project implementation

• Assessment Audience – Business Champions, Change Team and

extended project team
• Survey sent to – 178 stakeholders
• Number of Responses – 35 (45%)

66
 Organization Risk Assessment-Findings

67
 Total Risk Score

Siebel CRM
Total Risk Score Project
ORI = 78

Scale Used
0-40 High Risk Siebel CRM Change program needs to
focus on key negative perceptions

41-80 Moderate Siebel CRM Change program needs to

keep negatives in check and build on
Risk
positive views

81-100 Low Risk Siebel CRM Change program needs to

continue to build on positive views

68
 The Risk Parameters

Credibility
80
79
78
77
76
75
Organization
overall score 74
Impact

Overall Score - 78
Credibility - 79
Organization Impact-80
Individual Impact Individual Impact - 76

69
 Findings: Overall –Top 5 Risks

Category Item Risk Score

Credibility Change History How well do you believe have similar large scale change 2.9
projects implementation performed in the past?

Individual Readiness To what extent do you think the Organization has prepared 3.4
you for the Siebel CRM implementation?

Individual Support Do you think managers will provide adequate support 3.4
required by the organization during the Seibel CRM
implementation

Individual Skill Changes To what extent are you concerned that "the skills needed to 3.7
succeed" will change as a result of the Siebel CRM
implementation?

Individual Information To what extent have you heard consistent messages about 3.7
the Siebel CRM implementation?
70
 Mitigation Action Plan

71
 Risk Mitigation Action Plan-Template

Preventive
OCM risk Causes Corrective action Responsibility Remark
action

Group no:
Name of the Team members:

72
 Risk Mitigation Action Plan

Items Risks Score Causes Preventive action Corrective action Responsibility

Career To what extent will the 2.3 Unknown about the Co mmunicate to emp loyees Give emp loyees -HR
Opportunities iVOS imp lementation possible career about the opportunity opportunity to step -Training and
increase career opportunity forward to new education deptt.
opportunities for you challenges
and your co workers?
Rewards To what extent are you 2.6 Past experience Recognition of what KUDOS-recognition by -Supervisors
confident you will be emp loyees accomplished supervisors and -Managers
rewarded when you do Managers
a better job?
Readiness To what extent do you 2.8 Early stage of -Co mmun ication of WIP Constant updates on -Pro ject team
think the organizat ion process/development (work in progress)— informat ion on iVOS -WSI management
has prepared you for the -TNT team
iVOS imp lementation? -Co mmun ication plan -Superuser
team(specific
group)
Workload To what extent are you 2.9 Past experience unknown Support positive thinking Backup plan -Ease up -Management
concerned that your on Benchmarks -Supervisors
workload will
significantly increase as
a result of the iVOS
implementation?
Skill changes To what extent are you 3.0 Learn ing something new A lot of training Ongoing training Superuser team
concerned that the skills change
needed to succeed will
change as a result of the
iVOS imp lementation

73
 Reading Materials

Thank You

74