September 2007

Transcription

September 2007

Volume : 1 Issue : 5
SEPTEMBER 2007
Tasmac management review
n
New Paradigms n New Perceptions n New Perspectives
"Celebrating Change"
• Re-inventing
Harish Bijoor
MD, Harish Bijoor Consults
• Creating A Better Way
Mahesh Srinivasan
Country Manager, Seaton India
• Sustainable Growth
Sameer Dua
JMD, TASMAC
• You Can Manage
Your Aspirations
V. Ramanan
CEO, Ladder Consultancy
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The First Page
Change is that vital process
in life and business that
everyone has to
experience-sometimes
willingly at other times even
unwillingly. Therefore, there
is much truth in the adage
that “change is the only
constant.”
Change is not always easy
to tackle. Different people react differently to change.
The spectrum may be illustrated with ‘stability’ at the one
end and ‘change’ at the other. Some people like to be at
the stability end. They like things to be as they are and
others do not mind tackling the new and the relevantly
unknown and untried sphere of activity.
This issue of TASMAC MANAGEMENT REVIEW discusses
various aspects of change initiatives taken by Corporates
and how these have benefitted them as well as the
society in general.
A joint seminar under the aegis of TASMAC and
Businessgyan held a panel discussion in Bangalore
sometime back which highlights some interesting facts
and figures. It was addressed by quite a few prominent
Corporate luminaries as well as Management students
who read from their research work.
Read on, you will certainly find a lot of interesting and
useful material. And yes, do send us your feedback.
TASMAC has always believed that change is a dynamic
activity and has emphasized this fact. It has groomed its
students to be outstanding leaders and creative
entrepreneurs capable of excelling in the rapidly changing
business environment.
Editor-In-Chief and Publisher
Dr. Giri Dua
Managing Editor
Ajoy Nair
Associate Editor
K. Harish
Editorial Team
Neha Kale
Ashwini Koshti
Chitra C. D.
Karuna Ovhal
P. T. Banerjee
Dr. Giri Dua
®
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any responsibility for errors due to oversight or otherwise.
1
We encourage prospective authors and contributors to follow the guidelines prepared by
TASMAC. To obtain the guidelines, please write to the Editor at the above mentioned address
or email us at [email protected]
We would welcome your views on this issue of TASMAC Management
Review. Please write to us at [email protected]
Celebrating Change / Corporate Initiative
Re-inventing
Harish Bijoor
Harish Bijoor Consults
dampened by the prospects because
there are short term perspectives,
medium term perspectives and long
term perspectives and human beings
are very appreciative of short term
perspectives. They get very excited
about things in the way they are. They
think the future is bright and that's how
it's going to continue to be.
H
arish Bijoor the Brand
Consultant and a Brand by
himself shakes us from our
comfort zone and emphasizes the
need to change things before changes
around you catch up with you.
The subject ‘re-inventing’ is very
dear to my heart and it is close to
the space in which you and me live
and work in. Today every one is
saying that we live in a tri-polar
world. Gurus across the globe are
talking about how India is going to
be a part of this tri-polar world
along with America, the current
largest economy and China, the
largest economy that is due to
emerge by 2015. Everyone seems
to be very gung-ho about the
prospects.
However I personally am not very
convinced by this phenomena and
I'm going to take this opportunity to
strike a gong of caution in each of
your hearts. I am going to shout
from the roof tops and say
unfortunately India is not going to
be a part of this tri-polar world.
Don't get too excited or too
T A S M A C
M A N A G E M E N T
Well if we do not re-invent
ourselves, we are going to have
exciting times only for the next two
years i.e. 2007 - 2008 and possibly
the first half of 2009. However by
2015, India is not going to be in
the tri-polar gang anymore and by
2050, it is not going to even rank
and 83% of businesses in India
belong to the third category i.e.
businesses that wonder what
happened. 11% of businesses in
India are businesses that watch
things happen and only 6% of
businesses in the India of today (i.e.
in the last 18 months) are
businesses that make things
happen. So if you want to be in the
first category of businesses that
make things happen, it is important
to re-invent.
Today forecasting is dead. For those
of you who believe in the tools of
forecasting and have used retro tools
like regression or analytics, let me tell
Re-inventing is a mindset and is totally
change and development oriented. It
is absolute dynamism and is futureproofed and solution centric.
in the top 8.
Necessity of re-inventing
One of the first things we tend to ask
is why re-invent? This is because we
normally don't like to re-invent
ourselves and we tend to try it only
when we are pushed to do so.
So why is it so important and
necessary to reinvent? Well
primarily because there are three
types of businesses and people.
1. Businesses / People that make
things happen,
2. Businesses / People that actually
watch things happen and
3. Businesses / People that wonder
what happened.
All businesses go through this cycle
R E V I E W
you that forecasting does not work in
a progressive economy like India,
Brazil or China. It only works to a
certain extent in countries like
America and Germany at this point
of time. You cannot plan anything by
looking at the past or by trend
analysis as trends don't predict the
future. The reality of the future is in
scenario planning.
One must re-invent because
nothing already invented can make
you the money that you can make
by re-inventing. 2605 times is the
kind of return you can get from re inventing. So if an already invented
business gives you a return of x then
x multiplied by 2605 is the kind of
quantum jump you can actually get
in a reinvented business. This is an
2
actual number.
Characteristics of Re-inventing
Re-inventing is a mindset and is
totally change and development
oriented. It is absolute dynamism
and is futureproofed and solution
centric. It is the one thing that will
take you into the year 2015 and
will also take you to year
2050 reasonably intact. It
can touch every single
business and vertical of the
industry both small and big
alike. It can touch peoples
lives both rich and poor
and change the lives of the
poor drastically.
what should every company do?
They should have two separate
businesses, one that addresses the
2 billion at the top and the other
addressing the 4 billion at the
bottom. If one doesn't address the
bottom half of the pyramid now, it's
likely that the business will suffer in
the next 10 years starting from
now.
A few other examples of re-invention
Food:
Food is constantly being reinvented in many parts of the
world. Catfish that looks like
brinjal (Germany), square
water melons (Japan),
purple ketchups (U.S.A),
coffee baths (Japan), are
just few of the examples of
how re-inventing is shaping
food in a big way.
The Future of
Businesses: Today the
future of a business is in
social marketing. The
future is not about
marketing to the rich but
about marketing to the
poor and if you can't
market to the poor you are
not a very good at
marketing since one can
actually make money from the
poor.
There is a proposition by the World
Bank that talks about the next four
billion. So in a world population of
say six billion people, two billion sits
on the top and the next 4 billion sits
at the bottom of the pyramid. It is
this four billion that is going to be
growth engine for the future.
So guess where the markets actually
are and guess where there is further
growth? Well, they are at the
bottom of the pyramid and India,
China, parts of South America and
Africa lie there. The GDP growth
rate of America is likely to be 2.8%,
whereas the GDP growth rate of
India is likely to be 8.5% and that
of China is a surprising double digit
number of 10.
In the old days businesses left the
bottom of the pyramid out. But
today you can't afford to do so. So
3
was in HLL and we were working on
the brand, the enemy number one
was Daag (Stains/Dirt) and
everything we did in those days was
to fight these stains. But guess
what? Today in 2007, they say
"Daag acche hain" (Stains are
good) in a very respectful way.
Why? Because having stains on
your clothes mean that you are
hard working and so these stains
are good. Look at the turn around
of the advertising campaign This is
what reinventing is.
Fashion :
Fashion is being re-invented on a
day to day basis. You have new
cloth made from banana and
fungus fabric with natural colours to
scented socks that release sweet
scents even when you are sweating.
Examples of Re-inventing
One good example of an Indian
brand that has re-invented itself is
the Surf Excel detergent. When I
Today the future
of a business is in
social marketing.
The future is not
about marketing
to the rich but
about marketing
to the poor ...
To summarize, planning and
forecasting are dead. Brand life
cycles are shortened and dramatic
and unforeseeable changes are in.
There are no cutting edge tools
other than re-inventing continuously
to grapple the future for consumers,
products and markets.
•••
Creating A Better Way
Mahesh Srinivasan
Country Manager, Seaton India
managing retention & attrition.
Seaton addresses the state of the
temp help industry, where there is
no dominant leader. People Scout
believes in recruiting the "right
people; right now" as Recruitment is
a business issue and not just an HR
issue, said Mahesh. We have
developed software and systems to
keep our recruitment engine
moving.
Mahesh explained how the
company helps its clients by citing
M
ahesh Srinivasan, Country
Manager of People Scout,
a Seaton India Company,
spoke on the challenges faced by
HR (Human Resource) managers
and how solutions offered by People
Scout (Candidate Processing
System) changed the recruitment
scene for its clients.
Seaton is the brainchild of Michael
Miles and Hugh Farrington, which
started in 1988. It is ranked among
the top most Recruitment Process
Outsourcing (RPO) companies in
the US by HRO Today (July/August
2006).
Michael Miles and Hugh Farrington
revamped ‘candidate processing
system' (CPS) and ‘vendor-onpremise staffing'. Some of the
factors which led to the birth of CPS
were, decentralized and nonstandardized processes, inadequate
response management, long prescreening & hiring cycles, inability
to meet ramps & achieve fill rates,
various technology constraints, lack
of specialized industry expertise,
cost escalations involved and
India has
enormous appetite
for recruitment
across all industry
sectors in the
current scenario
two different solutions it rendered to
a major wireless provider in the US
and a major convenience retailer in
the US. The wireless provider was
looking to fill a ‘sales and customer
service' position and it had the
following challenges to deal with.
1. Long hiring process & cycle time
for candidates
2. Decentralized process for
recruitment advertising
3. Limited ability to collect and
analyze data
4. High disqualification rate at the
face-to-face interview & testing
sessions
People Scout addressed the
T A S M A C
M A N A G E M E N T
R E V I E W
challenges with the following
solutions. Easy access to candidates
was facilitated through its ‘Click or
Call' concept. Qualified candidates
were thus immediately interviewed.
The function of paid and unpaid
recruitment advertising was
centralized. Detailed analysis of the
recruitment process was given.
Comprehensive screening and
proficiency testing tools were
developed to identify skill and
match it with the job.
Once these solutions were
implemented :
1. The average hiring cycle time
was reduced from 24+ days to
6.5 days
2. Paid recruitment advertising was
reduced by 50%
3. Data analysis was carried out
which identified key reasons for
long cycle time, high
disqualification rates at face-toface sessions
4. Interview and testing costs were
reduced by 50%, yielding 3,000
hires in four months
We receive calls on behalf of the
companies (our clients). Standard
questions are asked to the caller, as
in which job opening has he/she
called for, what is the job code, etc.
We charge them on a per call basis
in the US, unlike cost per hire,
which is followed in India. We
charge them for phone calls. $6 to
$10 is charged per interview call.
Outbound calls to re-confirm an
appointment with the candidate is
charged a little lesser. That is how
we have changed the mindset in the
US.
In the second case, where the
position of a sales associate for a
major convenience retailer in the
4
US had to be filled, the following
challenges were presented to
People Scout:
1. The company needed
enterprise-wide solution with
minimal start-up investment
2. There was low employment
brand awareness
3. The company was unable to
generate enough high-quality
candidates
4. Vacancy rates were high
5. High overtime usage
The challenges were countered by
People Scout with solutions like
providing an easy access to reach
candidates through its enterprisewide ‘click or call' private label
branding concept. Only the best
and the most competitive
candidates were screened and
identified for the vacant position.
Interviews were scheduled between
the location managers and the
qualified candidates only. Enough
qualified candidates were selected
for the interviews.
1. Over 3,000 store locations
were activated within 4 months
2. Vacancy rate reduced by 80%
and diminished within three
months of implementing the
program
3. Success rate of face-to-face
interview was enhanced by
350% as 7 out of 10 interviews
resulted in a hire
4. No client capital investment was
needed.
Seaton Corp is a leader in
providing recruiting, vendor-onpremise, staffing and end-to-end
supplier management solutions to
Fortune 500 companies including
Convergys and HSBC. The clients
of Seaton are pretty happy and
satisfied with its services as Seaton
boasts of a Client Retention of 97%.
There is huge potential for such a
service, offering solutions for
recruitment. Over the last decade,
5
the RPO industry has evolved and
taken a healthy shape in the West.
The Bangalore edition of The Times
of India stated that hiring is
expected to double year-over-year
from 2006 to 2009. The
NASSCOM McKinsey Report
revealed that Indian factories will
need 73 million workers by 2015.
Only 15% of the Indian population
is skilled, the remaining 85% is
unskilled or semi-skilled and has to
be trained well. 85% of the
candidates should be sent to
finishing schools to be groomed
and increase their skill level; be it
communication, technical, etc.
NASSCOM has initiatives with IIT
Chennai and other institutes in
Chennai to train such candidates
and make them hirable.
Careerbuilder.com maintains that
13% of employers will expand
operations, while 22% will mostly
hire candidates in India. Arguably,
recruiting is the #1 Challenge and
the #1 Need.
Generally, a HR professional in
India is burdened with many
responsibilities like sourcing the
right candidates, handling inbound
calls, checking the HR email box,
handling outbound and ‘no-shows',
tracking HR agencies, cocoordinating with candidates,
maintaining statistics and
generating reports, taking care of
the newly hired, organizing for exit
interviews besides fulfilling personal
commitments like spending quality
time with family and kids, going on
a vacation, maintaining health, etc.
People Scout comes into the picture
and makes the life of the HR
professional simpler and a lot
better. It takes care of sourcing,
making inbound calls, and all other
aforementioned responsibilities of
the HR professional. Thus the HR
professional is able to focus on two
major aspects, Hiring the right
candidate and Retention.
Some of the lucrative RPO
models offered by People Scout
are:
• Enterprise RPO (eRPO)
Outsourcing of entire
recruitment / hiring function
• Modular RPO (mRPO)
Outsourcing of certain job
components / tasks that are
well-defined, repeatable and
reproducible
• Project Based (pRPO)
Outsourcing of expansion into
defined geographies
• Offshore RPO (oRPO)
Off-shoring of RPO functions of
the organization
Some interesting trends of RPO
in 2007:
• Worldwide RPO is expected to
gain momentum in late 2007,
which will stay throughout 2008
• The RPO market has market
potential of $20 billion
• The size of the RPO industry is
expected to touch 6000 Crore
for 2006-007, according to
recruitment industry body, ERA
• India is predicted to be one of
the fastest-growing markets for
RPO in the years to come
This was an excerpt of a talk at an
event ‘Celebrating Change'
organised by Businessgyan and
TASMAC.
•••
Sustainable Growth - The Key To Success
Sameer Dua
Joint Managing Director, TASMAC
perseverance to see it happen. And
without this no managerial lessons
can help direct growth.
Sustainable competitive advantage
allows the maintenance and
improvement of the enterprise's
competitive position in the market.
It is an advantage that enables
businesses to survive against its
competition over a long period of
time.
S
ameer Dua has constantly
been at the forefront of
change. Sameer is the Joint
Managing Director of TASMAC and
is responsible for bringing about a
link between the University of Wales
and TASMAC.
All of us are at the forefront of
India's success and future. To any
observer it is evident that India has
got a glorious past and an exciting
future. But we are now in the
globalized world and competition is
fierce. A lot is happening is this
country but there are certain
questions that we need to answer:
• How long will this dream-run
continue?
• Whether the impressive
growth rate of over 8% is
going to be sustainable?
• To what extent is the common
man going to be benefited
out of this?
Sustainable Growth needs a Self
Belief that it can happen, and in the
Organizational context, a Shared
Belief that it can happen, the (self
and shared) tenacity to make it
happen, the (self and shared)
T A S M A C
M A N A G E M E N T
In comes an element of
Hypercompetition. This is a state in
which the rate of change in the
competitive rules of the game is in
such a flux that only the most
adaptive organizations will survive.
Hypercompetition is a key feature of
the new economy. Not only is there
more competition, there is also
tougher and smarter competition.
New customers want it quicker,
evening.
Another example is from my trip to
the US recently. At a 5-star hotel the
valet brought our car and as we
waited, started to clean the
windshield. We said thanks and left.
It left me wondering why it had not
been done when the car was
parked that too for over an hour.
Then I realised that the hotel had
just made us aware of an additional
service that they provide for us.In
the same trip, on buying a shirt the
saleswoman offered to iron it for
me. This is a useful service there as
you do not have the luxury of a
dhobi.
So, in their own small ways all these
stores and services, have made sure
that they were ahead of the
competition and ensured my loyalty
to them.
Sustainable competitiveness is the
precursor of sustainable growth.
Sustainable competitive advantage
allows the maintenance and
improvement of the enterprise's
competitive position in the market.
cheaper, and they want it their way.
An example for the concept of
Hypercompetititon. I went to buy a
cot for my young daughter. I went
to a store at about 9.30 in the
evening. A good looking cot, within
our budget and of good quality was
delivered by 11.45pm that same
R E V I E W
Competition is the prime-mover of
growth. If an economy cannot
remain competitive on a
sustainable basis, it just cannot
expect sustainable growth, as
business and investment will start
moving to other economies which
are more competitive.
6
Life is running on a treadmill. You
keep running very fast but when you
look down you haven't moved
forward. You are working so
hard but when you look at
yourself you haven't
progressed.
was a product and we were there to
sell a product. We got 1500
TASMAC as a forum of
change
We have had a very slow yet
sustained growth. Dr. Giri Dua
started TASMAC as a one
person operation 15 years
ago. At this time, education
was delivered in a very
different format. The future of
education lay in recognising
three likely trends
1. A seamless borderless
world for education
2. A movement towards
providing education at the
receiver's doorstep
3. An infusion of Technology
We were amongst the first few
to tie up with an international
University in India, and the
first to get a British University in
India. We were the pioneers of
distance education in India and we
use technology very heavily in our
content and delivery.
The TASMAC story has three stages.
The first stage was the initial 7-8
years of our life where we were a
one person, one room operation. It
took a lot of time to be able to
create enough capital and labour
to give ourselves a platform for
leveraged growth. When we began,
to break even was the biggest
challenge. We had no financial
backing unlike the education
institutions that were set up by large
corporate houses and by
politicians. We were aware of our
weaknesses, but we used these to
our advantage. We began as a
distance learning institution. We
went on to market our education
programs. Nobody till then had
advertised educational programs.
We believed that education service
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students in the first year itself which
was a record number. So we shifted
the paradigm by advertising and
marketing of education products.
By 1999, we had enough money to
be able to get into traditional
formal full time education. We tied
up with the prestigious University of
Wales, which is the second largest
university in the UK. At that time, we
We were amongst
the first few to tie
up with an
international
University in India,
and the first to get
a British University
in India.
had a choice. We could have gone
with an Indian University and we
chose not to. We went for an
international university
because of the fact that a lot
of Indian students were going
abroad for education. We
brought that education here. I
am not making any statement
on the education standards in
India. At this stage, we did
things that were different to
stay competitive:
• Foreign University
• One year programme
• Low fees (Compared to
one going abroad)
• Programme structure and
the content of the highest
standard
• Option of part of the
programme in India and
part in the UK
• Small batch sizes
Within the next three years, we
decided to look for different
avenues for change and
growth. We had realised that
we were getting a lot of
applications from southern India.
So between Bangalore, Hyderabad
and Chennai, we chose Bangalore.
Our plan is to go international very
soon. So in the third stage, we
decided that instead of the student
coming to you, we will reach the
student. Then, we leveraged the
strengths that we had gained.
To sum up, my father, Dr. Giri Dua,
says that "Products fail, innovations
fail and strategies fail, but
companies that stride over these
setbacks are the ones that grow."
•••
Doing Good Is Good Business
Rajen Lav
Global Environment Programme Leader, Accenture Services Pvt Ltd
A
ccenture India has been
growing at an incredible
pace—nearly 100% year
over year growth from between
2003 and 2006. During that time,
the Accenture India Facilities &
Services (F&S) team was challenged
to identify new locations, complete
the build and fit-out of the
facilities, implement
consistent internal processes
across all locations and run
them according to
Accenture’s global
standards—all in very short
timeframes to meet business
demands. The team
delivered: At the end of 2006
there were 15 buildings in
India, housing 26,493
employees.
A new challenge: dual
certification
Accustomed to delivering at
a rapid pace, the F&S team
looked for a new challenge
in 2006. Understanding
Accenture’s commitment to
incorporating environmental
best practices into its
business operations, the
team sought to attain two
prestigious certifications:
International Organization
for Standards (ISO) 14001
for environmental
management, and Occupational
Health and Safety Assessment
Series (OHSAS) 18001 for
occupational health and safety. At
first, the goal of the project was to
motivate the team: Achieving these
certifications would not only allow
the team to work on a highly visible
project but also prepare them for
delivering the next site or managing
the next set of escalations.
T A S M A C
M A N A G E M E N T
However, the experienced F&S
team—many of whom had worked
on ISO9000 and 14001 initiatives
at other organizations—realized
that achieving dual certification had
the potential to impact the business
in two important ways: it could save
Immediately, the team was enthused
about the challenge, which would
have a global reach and would
also help them use skills not often
used in their day-to-day roles. They
collaborated with the Corporate
Citizenship team for sponsorship,
external auditors to gather
due diligence, an outside
agency to develop ISO
standards and prepare for
the external audit, and the
Accenture Marketing &
Communications team to
develop a campaign to
increase awareness among
employees.
Actions taken toward
achieving certification
Coordinating and
implementing an
Environmental Management
System was a challenge. The
team worked with senior
management, colleagues
across the business, and
vendors to develop their
strategy.
money and it could improve
employee morale.
The team chose “Bang 3” as an
ideal site for certification. As
Accenture’s largest facility
worldwide, Bang 3 houses a gym, a
cafeteria, and 5335 worksettings;
accommodates more than 5,000
employees working across various
businesses; and has several floors
operating on a 24X7 basis.
R E V I E W
The first initiative was
creating awareness of the
certifications among the
5,000 employees at the site.
To do this, they had a
number of meetings with
Senior Management to get
their buy-in before developing a
multi-faceted training and
marketing plan for employees. The
team first sent a computer-based
training deck via e-mail to all
employees and followed it up by
conducting awareness sessions in
batches, so each employee had the
opportunity to learn about the
certification in a live session. Next,
the team worked with Marketing &
Communications to design posters
8
highlighting the importance of
conserving Energy, Paper and Water
and displayed these posters at
various high-traffic areas
throughout the facility. Finally, the
team created flyers about India’s
environmental policy and posted
these at each employee’s seat as
well as on all notice boards in the
building.
Because Accenture leases the
building rather than owns it, the
team also had to gain commitment
from the builder to ensure that the
facility had a foolproof sewage
treatment plant and an organized
garbage disposal system, as per the
certification’s requirements.
Accenture’s Corporate Real Estate
team helped address the builder’s
issues, through tough negotiations
about why the Sewer Treatment
Plant and garbage disposal areas
were necessary and the benefits
they could bring. The team
demonstrated the potential water
savings, for example, detailing the
benefits of rainwater harvesting,
and also convinced the builder that
his building would be recognized as
a leader on environmental issues
through the certifications. In
addition, the F&S operations team
took control of the sewage
treatment plants ensuring that the
plants would be operated efficiently
and guaranteeing that we would be
in control of the regenerated
treated water which we can then
use properly.
At an operational level, the team
identified actions across six main
areas to create a robust
Environmental Management
System:
1. Actions taken to save Energy:
• Integrated water chillers at both
the towers and chilled water line
was adjusted so as to improve
the variable frequency drive
(VFD), the equipment added
into the motor of an air
handling unit to modulate speed
and generating power savings.
9
•
•
•
•
•
Once the VFD was calibrated,
performance improved.
Adjusted chiller temperature
settings from 8 to 10 during the
winter.
Regulated floor lightings with a
voltage modulator – the Lux
levels would remain the same
up to an input voltage of 180.
Recalibrated pressure sensors
that sense the air circulating
duct pressure. Once pressure in
the duct varies, the sensor gives
command to the VFD to
modulate the speed of the air
handling unit motor.
Introduced manual lighting
controls such as switching off
lights during off-hours.
Modified certain lighting circuits
for optimal usage.
2. Actions taken to save Paper
• Increased awareness among
employees
• Encouraged printing on both
sides of a sheet of paper
• Sold scrap paper to a vendor
who recycles waste paper
• Put in place proper
documentation for paper scrap
sold.
3. Actions taken to save Water
• Set up appropriate pressure in
the health restroom faucets.
• Reduced the pressure in the
water taps for hand washing.
• Identified and stopped all water
leakages.
• Implemented rainwater
harvesting.
4. Actions taken for E-Waste
Management
• Monitored the different types of
electronic waste generated
within the facility.
• Arranged for proper storage of
electronic waste.
• Disposed of electronic waste
through a Pollution Control
Board-certified vendor.
5. Actions taken for Biomedical
Waste Management
• Identified the biomedical waste
generated in the facility.
• Disposed of biomedical waste
through PCB-certified vendor
within 48 hours.
6. Action taken for Emergency
Preparedness and Response
• Implemented an emergency
preparedness and response plan
to conduct an evacuation drill
every six months and consistently
monitor the action items of every
drill conducted.
Results achieved
The results of implementing an
Environmental Management System
are far-reaching.
The Bangalore facility is a pioneer,
as the first Accenture site to achieve
dual certifications. Senior
Management has been encouraged
by this accomplishment, and is
looking to be a leader across the
company for this important
initiative.
“This accreditation is a significant
milestone in our journey towards
achieving high performance. We’ve
deployed a robust environmental
management and health and safety
system across locations in India”
said Rekha M. Menon, Lead, India
Geographic Services.
Furthermore, the focus on
conservation is already impacting
the bottom line. Using a modified
system of power distribution, Bang
3 has experienced an annual
savings of 5% in electricity cost
alone. Optimizing water usage has
resulted in a savings of around 7%
in water consumption. Paper
consumption has been reduced by
2% and the food waste from the
cafeteria has been reduced by 11%
in the past six months.
To the team, the work itself was the
reward: They were able to develop
new skills and collaborate with
colleagues across Accenture. The
most surprising impact was on
employee engagement; the India
F&S Employee Engagement Score
Com paris on of Pow e r Savings at Bang 3 agains t gr ow th in w ork s e tting s
(Cale ndar Ye ar 2005 vs Cale ndar Ye ar 2006)
Workstations
Cost per capita (INR)
5,600
2,000
w orkstations
1,600
5,200
4,800
y = 40. 271x + 4421. 2
R 2 = 0. 9674
4,400
4,000
1,200
Cost per capita
INR
800
Linear (Cost per
capita INR)
400
Linear
(w orkstations )
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
A pr
May
Jun
Q5
soared from 74% in FY05 to 83%
in FY06, when the Environmental
Management System was being
implemented. The project allowed
the F&S to engage with enthusiastic
employees who were keen to give
their time for a noble cause of
impacting the environment.
Sidebar:
Education and Engagement key
to Environmental Management
System
Engaging employees was key to
implementing an Environmental
Management System at Accenture’s
largest location. Through a
comprehensive poster campaign,
all 5,000 employees at Bang 3
were challenged to help…to help
save paper, help save oil, help save
electricity. The posters gave
examples of how small, individual
efforts could add up. The results are
staggering and employees’ efforts
are contributing to a 2% reduction
in paper consumption as well as
T A S M A C
M A N A G E M E N T
Jul
Aug
Sep
Oct
Nov
Dec
Q6
savings of 7% in water consumption
and 5% in electricity costs.
The Environmental Occupational
Health and Safety Policy, posted
throughout Bang 3, brings attention
to the efforts of the Facilities &
Services team in maintaining a
“green” building and shows
Accenture’s commitment to its
employees providing a safe and
environmentally friendly workplace.
•••
The posters gave
examples of how
small, individual
efforts could add up.
The results are
staggering and
employees’ efforts
are contributing to a
2% reduction in
paper consumption
as well as savings of
7% in water
consumption and
5% in electricity
costs.
R E V I E W
10
You Know Best
Dr. G. S. Anandan
Principal, Advanced Management College, Bangalore
L
ook, we can't fall into old
patterns. We have to think of a
plan!"
- Lisa Simpson
But can you teach an old dog new
tricks? Often, it's not that you can't
teach old dogs new tricks; you can't
teach some dogs any tricks at all.
What often holds a company back
from growth is the company itself.
Like the in-house top appointee
who maintains the status quo, the
corporate being can become
deeply conservative, very unwilling
to change and, even worse, loath
to concede that change is required.
In any turnaround, it's real reform of
the human relationships which
determines performance. Read on
to discover why.
This sounds exciting and
revolutionary, but is again standard
- and dubious. The true change
manager starts with redefining the
purposes of the organisation in the
light of fully analysed external
change. Next come the internal
changes required if those purposes
are to be met. Then you tackle the
people. There were many instances
to show that the ideas generated by
me became the most economical
and feasible ones to make me the
best. Having worked in a
Nationalised Bank, prior to joining
the academics, I had implemented
many innovative ideas which
brought quantifiable benefits to the
Bank and became the image
boosters. I would like to quote an
instance, where all the concerned
persons benefited by the
transaction. Generally, the sellers
accept cheques as one of the
payment system and whenever they
collect out station cheques, they
deposit in the bank for collection
11
and credit to their account. It was in
one of the Bank branches at
Hyderabad where I had worked
during my tenure, I came across a
difficult situation, which made my
customers feel bad about the bank.
It was a case of collection of the
outstation cheques of the customer
and crediting the proceeds in the
account. The volume of the
transaction is large and in case the
clerical staff who handles this job, is
on leave for even one day, the work
piles up and making the job still
worse. Prior to my taking over the
overseeing of this job, the job was
invariably delayed causing huge
financial loss to the customer. His
debtors were very happy as they
get an interest free credit , due to
delayed dispatch of cheques and
late realization. This customer,
since enjoying the open loan cash
credit, delayed credit of proceeds
led to unnecessary charging of
interest which ran into lacs of
rupees over a period of time.
When I joined this Bills Department,
I convened a meeting of the
company’s representatives, courier
staff and my bank staff. In the
meeting, I had chalked out the
modalities. The company officials
were ready to print the stationary
and fill the form and deposit the
cheques along with the Bill outward
Advice. Necessary stamps for
endorsements were also put by
them. The courier official was
ready to have a separate register
for the Tapal for this purpose and
willing to write and put it in
envelopes. The reason for this is
around 200 to 300 covers being
sent by that branch and this is a
sizable business for them. When all
this is done, I have to only cross
check and sign in the Bill Outward
Advice and on the endorsements.
Earlier while the officer took the
whole day, it took only one hour for
me. By this following benefits
accrued :
The customer was very happy since the
cheques were sent on the same day.
The courier got a regular business.
The customer could save sizable
amount by way of interest, due to
earlier realization.
The Officer 'man hour' could be
usefully or gainfully employed for
other work.
The need for a clerical hand in the
bank was reduced and they could
be allotted some other duties.
There was no delay from the bank
point of view.
Due to non-keeping of the cheques in
pending clips, the chance of loosing /
misplacing / loss of the instrument did
not arise, thereby leading to probable
unpleasantness / litigation.
The account is a corporate
account. Because of this quick
service, the bank earned a good
image.
The spin off business was sizable.
In fact, the customer came to the
bank and stated that, the buyers of
his product, complained of this
prompt submission of cheques.
Earlier, what used to take one or
two months, now reduced to one or
two days, made them reschedule
their cash management portfolio.
This brought a definite turnaround
for the bank.
There were many instances to show
that the ideas generated by me
became the most economical and
feasible ones.
•••
You Can Manage Your “Aspirations”
V. Ramanan
CEO, Ladder Consultancy Services Pvt. Ltd.
C
oach, guide, align &
manage people’s
aspirations… with Global
Aspirations… is all that LCS wants
to do…
We in this programme inspire you
to aspire… better… ever more…
Do you realize that India constitutes
to 1/6th of world population? Are
you aware that India has the
youngest productive workforce in
the world? Do you know that over
half of the workforces in developed
nations are retiring between now
and the next 5 years? Are you
aware that Economic Gurus
strongly feel that Asia would be the
economic super-power in the next 5
years? Do you know that you have
tons of opportunity unfolding
worldwide for you...Do you realize
that all these means more
responsibility on you towards the
overall well being of humanity? Are
you geared up for this? Are you
aligned to this?
How many times have you
questioned yourself as to what your
aspirations are? Where are you
currently heading? Where would
you like to be in the near future?
What is it that is required for you to
climb the ladder of success in work
and life, without compromising on
either of them?
LCS for the first time and as a first
of its kind, offers “Aspirations
ManagementTM”. This unique
offering is unlike any other, simply
because it aims at providing more
clarity in approach and emphasizes
on working out achievable
solutions. India today is considered
as the knowledge capital of the
T A S M A C
M A N A G E M E N T
world. More opportunities imply
more choices. It is a jungle out
there… only a person who has
clarity in thought and the ability to
make the right choice can prosper.
For others, the state of choice
becomes a state of confusion. In
such a state, the individual does not
decide instead the family and peer
do… As this is not their natural
choice, over a short period of time,
they disown the decision (job or
otherwise) and move on… This
habit continues till such time they
get an appropriate opportunity and
realize their true aspiration…by this
time, the time has caught up with
them…with the world looking at us
Indians to raise faster and take up
positions this decade itself, do we
have that time to catch up at the
current pace? Individually? It is in
this perspective that it is becoming
very essential to coach, guide, align
& manage people in terms of
setting a realistic aspiration that are
well aligned to the various
opportunities that are unfolding.
Aspirations ManagementTM is a total
scientific approach adapted based
on research and observation over a
period of time. The offer includes
aspirations counseling, opportunity
guidance, white paper articles from
the gurus of the industry, interactive
sessions with the czars of the industry,
invites to special network events,
virtual Conference room facilities,
access to Knowledge Forums,
exclusive membership options to
professional associations / forums,
special discounts for courses and
programs and a lot more to add
value to the individuals’ profile.
Aspirations ManagementTM
Aspirations ManagementTM is a
R E V I E W
process of enabling individuals to
convert their dreams to realistic and
achievable aspirations.
• Aspirations that are not aligned
to individual’s inherent capabilities
will remain a dream.
• Aspirations that are not aligned
to opportunities will remain as
aspirations.
• Aspirations that are not futuristic
will be short lived.
The authentic process of coaching,
guiding and aligning of individual’s
aspirations to their capabilities,
opportunities and futuristic trends is
Aspirations ManagementTM. It is a
holistic process of management that
balances both personal and career
aspirations and aims at providing a
healthy work-life balance.
Aspirations ManagementTM also
includes capability assessment,
personality profiling, aspirations
counseling, providing continuous
knowledge and inputs on
opportunities specifically oriented
towards the area of aspiration,
coaching on action points that the
individual needs to take, time
scheduling of various key action
points / milestones and act as the
catalyst and motivator to the
individual to achieve his / her
aspirations. It is a process that brings
out the individualistic identity of
people who otherwise merely execute
what others around them expect.
Some views expressed…
“Aspirations management course of
LCS is holistic and complete in
providing the best transition for a
student from academics to the
corporate world… all at a very
affordable price.”
12
Dr.
Aswathappa
Author - HR
books & Director
CBSMS,
Bangalore
University
“Not managing
aspiration can
be many times
costlier. I find
the whole idea
and the process
of Aspiration
Management
very promising. It has the
potential to make a huge impact
for individuals, organizations and
the society at large.”
Prof. Balaji
Head HR
Sasken Communication
Technologies Ltd.
“It's a great
initiative by LCS.
To me it will be a
great value
addition to the
young
professional, the
Organization and the society at
large in realizing their potential.”
Dr. Gopal Mahapatra
Director HR - MNC
“Managing
aspirations will
be a key HR
challenge in
current times for
organizations.
But if it can be
managed
through systematic long term
intervention, it will be a win-win
situation for both an individual as
well as the organization.
Organization will get people who
would do what they love to do and
individual will get a place where
they can put their skills to most
productive usage.”
Dr. Pallab Bandyopadhyay
Chief People Officer,
Scandent Solutions
“A systematic and
sustained
approach in
converting Dreams
into a reality is
"Aspirations
Management". In
this program, aligning personal and
professional aspirations to available
opportunity is going to be a great
service to an individual, the Industry
and the society at large. ITPF is happy
to be one among the first to have
partnered in this great initiative”
M. K. Swaminath
Chairman IT Professionals Forum,
India
Hitting A Sixer With Six Sigma
Ravi Shankar
Director, Natural Search Internet Solutions (P) LTD
W
hat would you call an
innovation that converted
waste into profit? I would
call it brilliant- and that's what our
team at Natural Search achieved
with the application of Six Sigma
technique.
It all started one afternoon when a
senior manager at the NS group
walked into my office with pages of
tabulated material. “Have a look”
he said, waving the sheaf at me, “I
just discovered that we are wasting
a lot of leads that we generate, on
which we are spending good
money, time and energy. We need
to do something about it!”
Let me give you the background.
Natural Search is in the business of
lead generations through internet.
That is, we optimize the content of
13
the websites and create online
advertisements for our clients so
that they get people to click on their
links/ads, visit their sites, fill up the
on-line application form and avail
of the client's services. Mainly, our
UK based clients are mostly into
mortgages and financial solutions,
and also telecom, automobiles,
fashion accessories, travel etc.
The filled application forms are
called leads, which, when
forwarded to the client results in
revenue to the company. We
regularly receive a high amount of
incomplete and wrongly filled
application forms, which are
rejected and therefore not sent
across to the client.
There are three kinds of leads that
we generate through three sources.
The cost of lead generation in two
sources is quite high whereas from
the other source is comparatively
less. While much care and attention
were taken for the first two, the
leads from the latter were
neglected.
Triggering Innovation
Two questions bothered our senior
manager- why were we churning
out so many useless leads? And
next, why were the leads from the
less expensive source underutilized?
We realized that we had a rich
database which was a potential
revenue generator, and we are
missing out on it totally. And this
was the trigger for innovation. The
organisation had already decided
on implementing Six Sigma (the
system of practices to systematically
improve processes by eliminating
defects) to look at its processes and
effectiveness, and this was the
perfect opportunity to kick start the
first phase.
Operation 'Inventory
Management'
The six sigma team first looked into
the inventory management records
of the last source which tabulates
all the leads generated on a daily
basis, and discovered that a
shockingly high amount of data was
useless or underutilized… an
unpleasant revelation. We were
converting only a small percentage
of the data into revenue.
The next step was to figure out why
so many leads were rejected. The
unutilized leads were then
categorized into different segments
based on the reasons for non
utilization. This analysis gave us a
better picture, and the functional
head found out that one segment of
unprocessed leads could be
immediately used with a minor
technical change.
Revenue from Waste
Implementing the minor change, we
started utilising the leads from the
very next day. With this initiative, the
utilization ratio has gone up
substantially in a span of seven
days. It cost us nothing & the leads
which used to go waste are now
converted into revenue. In effect this
increase has resulted in increase in
the bottom line by 30%.
The Six Sigma team is now
scrutinizing other segments of
unutilized leads for marketability.
Plus, this success has inspired us to
try out Six Sigma on the other two
sources of lead generation and also
in HR, who are looking into
reducing the Recruitment Cycle
Time.
We at Natural Search are truly
celebrating the change!
•••
Problems With Email For SME's
Ramakant
CEO, Yukthi Systems Pvt Ltd
E
mail is far from being a
perfect system - we all
experience problems with
email. It is even worse for an SME,
with limited budgets and expertise,
to get email working satisfactorily.
Problems with email for SMEs
Solutions available - prior to
Captain Mail were:
A completely hosted service,
wherein a provider gives email
"boxes" (like Rediffmail Pro and
Net41ndia.)
The other option is to use a hosting
service, and have an in-house LAN
mailer, popular ones being
Mdaemon, Postmaster, etc.
• Technically, there is a third
option - an enterprise class in
house email server.
The Problem
• The hosted service is the
simplest, affordable solution for
SMEs. But:
It is extremely inefficient. Even
internal emails go to the service
provider and come back. Further,
T A S M A C
M A N A G E M E N T
users pull emails frequently, as
little as 5 minutes, leading to
high bandwidth usage.
Access to all emails/folders isn't
available from anywhere
(important for traveling
executives.)
Email archival isn't possible again an imperative for today's
businesses.
• The hosted service with an inhouse LAN mailer overcomes
some of these shortcomings.
But it requires technical skill in
setting it up and managing it.
Also the many vendors involved
in this solution (hardware,
software, ISP, hosting service)
R E V I E W
make problem resolution a
nightmare for SMEs.
• The enterprise class email server
solution can't even be considered
by SMEs due to the cost,
expertise, and infrastructure
requirements. Hence, it is clear
that no satisfactory solution was
availabie to SMEs, and most
were facing serious problems.
This was borne out by feedback
received.
The Captain Mail service
Captain Mail provides a trouble
free email experience by essentially
extending the service envelope to
the customer's office.
Further all necessary features have
been built into the service:
Managed and secure: It is a totally
managed service. The customer just
contacts our Helpdesk for anything
- user management, reports,
troubleshooting, etc.
Security is built in due to the virus
and spam filtering; the firewall to
protect the office network, Internet
access control and reports.
14
• Anywhere access: All/selected
users can have access to all their
emails/folders from anywhere
through the Internet. Further, the
built-in VPN option can provide
access to other systems/services
on the office LAN.
• Investment friendly: The costing
is what a typical SME can
afford; the model is pay-as-yougo, rather than a steep
investment.
• Locate old emails in minutes: All
sent and received emails can be
archived in a searchable
repository (important in today's
high attrition environment.)Thus
Captain Mail comes with all the
features required by SMEs today,
in a neat, affordable package.
Architectural features
While the above are important
features for SME customers, it is the
architectural innovations which
make it a viable business:
• The service is highly scalable we can scale up to thousands of
customers.
• The service can be provided
anywhere, no field visits are
required. Installation process is
automated/remote; service
management and administration
remote.
• The customer doesn't need 24x7
infrastructure.
• The architecture has been
devised to provide very high
reliability.
• Security is an integral part of the
service.
Present status
The concept and architecture have
been proven beyond doubt, as it is
working well at over 45 different
companies, 5 outside Bangalore.
Interest and acceptance levels
are high. The innovations, however
continue...
•••
Making A Differently Abled Person Work For You
Dr. Narendra Kumar
Editor, Optometry Today
W
hen my younger brother
Satyendra Kumar left for the
US, some years ago, to settle
down there permanently, there was the
question of his hearing-handicapped
worker Tejesh being thrown out of
employment. I offered to take over the
Hearing Aid Cords manufacturing
business not just to continue to
rehabilitate the differently-abled
technical hand but, admittedly, also to
earn some extra bucks.
15
However, since I'm an eye care
professional-cum-editor of an
optometric journal. This new venture
did not exactly fit in my set-up, and it
was soon apparent that carrying on
with the making of this item would
not be be cost-effective for me.
But since I had vowed not to ask
Tejesh to leave as long as he
wished to work with us, he was
gradually trained to serve as a
multi-purpose office worker by
looking after packaging, mailing,
couriering and routine banking
jobs...and I can say with conviction
that the ‘change’ has resulted in
our organisation getting the services
of a sincere, hard-working and
dependable person!
•••
Electrical Power And Data Distribution In Offices
Narendra Damani
Head-Product Innovation, Fraser Techno Circuits Ltd
G
enerally the overall quality
of an office installation will
be judged not just on the
aesthetic details of the design and
quality of furniture and furnishings,
but on how the technology is
integrated, both from a
performance but also visual
perspective. All too often,
insufficient consideration is given to
the methodology and specification
of power and data distribution
within furniture, leading to messy
technology installations that are not
only unsightly and possibly
hazardous, but also subject the
client to ongoing higher costs of
management and change.
The following document outlines
some thoughts and guidelines
which were successfully
implemented for office schemes
and data centre applications.
I have kept data centre out of the
scope of this document even
though the same method can be
extended to racking applications.
This is just to keep focus on the
method.
Many of the items are blindingly
obvious, others perhaps may not
have been considered.
Building Services Impact upon
Space Planning
Power provision may be delivered in
a number of ways, and each will
have an impact upon the space
planning:Choice and Consideration of
Workstation Electrics
Once the appropriate connection
method has been decided upon,
the next consideration is how to and
T A S M A C
M A N A G E M E N T
what type of sockets to provide on a
workstation.
It is best to make a provision for
outlets above the work surface for
easy user access. These can be
used for any portable equipment
that will be removed from the desk
when the occupier leaves. Outlets
were provided below the desk in a
position that is not easily accessible
to the user, but accessible to IT
operatives. These are used for any
equipment that is a permanent
fixture of the workstation. The
number of sockets needed can be
ascertained by survey. In the event
of underestimate the design is such
it can be scalable easily. This
reflects the fact that people
generally underestimate and it
allows for future technology to be
incorporated. If this is not done,
trailing extension leads will start
attaching to the installation like a
bad rash! Typical items to
accommodate
• Screen
• CPU
• PDA
• Phone charger
• Desk/task light
• Lap-top charger or port
• External analogue modem (still
used for bank access)
Effective Cable Management
Often, only lip service is paid to this
most important issue. Most
furniture ranges have some form of
cable containment for power and
data supply leads. Where they
often fail however, is by not
providing adequate cable dumps
for the plethora of surplus cable
which is an inevitable consequence
of plugging in lots of IT equipment.
R E V I E W
99% of all new installations have
structured cabling systems that use
the same cable and outlet for voice
and data. As such it is no longer
necessary to segregate voice and
data cabling. Power and data
should be kept separate, either by a
space of 50mm or with a physical
barrier. If armoured cable is used
for power, then it is segregated
already so it is acceptable for data
cables to run alongside.
It is worth remembering that if data
cables are bundled into flexible
conduit as well as the power cable,
then the two lengths of flexible
conduit can be tied together doing
away with the need to use any
additional form of containment
such as a cable spine. These are
good when they work and the good
ones are expensive, the cheap ones
are more trouble than they are
worth and tend to be totally
ineffective.
A good large dump which allows
excess cable to passively fall into it
is best. This dump should not be
the location of the socket bars.
Why provide a cable dump and fill
it with sockets? Ideally, sockets
should be mounted above any
cable dump, allowing cables to fall
into place without too much user
discipline (a rare commodity) being
required.
Cable Access
Cables from desk top equipment
will need to get to the under-desk
sockets. This access can be by
grommet. This is problematic in
that the grommet is only
appropriate for any equipment
16
adjacent to it. Alternatively, a cutout slot in the rear of the desk can
allow any plug to pass through, and
provided a clear “swipe gap” is
available along the back of the
worksurface, cables can discretely
pass from equipment straight out of
sight at the back of the work
surface.
Never specify sockets above a desk
for permanent equipment unless
there is a facility to store the excess
cables.
Summary
There is always a right way to do
things and the same solution
cannot be applied to all
applications. Variables such as the
type of work being done, the
physical attributes and constraints
of the office space, the type and
design of furniture as well as
budget all need consideration
before determining how best to
service an area.
reliable and in harmony with the
space, furniture choice and data
communication system chosen.
Our system is successfully working
since last two years at Microsoft
Bangalore facility, since 18 months
at Network Appliance, more than a
year at Fidelity.
•••
The solution provided by us needs
only basic tools and minimal
technical skills. It has REAL PLUGPLAY with functional aesthetics.
Generally, the solution should be
safe, cost effective, adaptable,
PROP - Process For Rolling Out Processes
Natarajan Iyer
Vice President, HR, QuEST Services Pvt Ltd
INTRODUCTION
eaders as change champions
are constantly evolving and
developing the DNA of their
organizations in the form of process
frameworks. Why, when and how
to launch new processes that touch
people, existing processes as well
as technology is a constant
challenge they face. It is not just
about project management rigor,
but also about how to get buy-in
from people who may be at various
levels of maturity when it comes to
process orientation. This is a
typical challenge faced by growing
organizations reaching out from an
entrepreneurial culture to a
process-oriented culture.
L
The process roll-out has to be
absolutely reliable as the new ideas
and processes it seeks to introduce
are precious. Also, there are huge
time and opportunity cost
implications. Roll out has to be
“environment”-friendly and create
the least amount of noise. The
process must penetrate and get
17
lodged in the daily acts - habits thoughts and character of people
and yield tangible results.
QuEST’s PROP or Process for
Rolling Out Processes emerged as
a solution to these imperatives. The
key aspect of PROP is a series of
simple steps to launch processes in
a phased manner with buy-in allalong. It also pays attention to
justification for the change,
articulation of the desired end-state
and conquering both “heart” and
“head”.
Over the past couple of years since
PROP was conceived and
implemented, over seventy new
processes have been launched and
institutionalized. The popularity of
the PROP culture is so high that,
today, in case a process has cut
corners and was introduced without
PROP, employees highlight it in the
monthly employee Open House.
PROP in a nutshell covers the
identification of process owners,
costs, and resources required, time
commitment from teams, capital
investment, and timelines to create,
pilot, and implement.
WHAT DOES PROP CONSISTS
OF?
PROP consists of the following
steps
1) Need Definition
2) Process Concept & Execution
Plan
3) Process Generation &
Implementation Plan
4) Execution of Pilot and
Revision of Process as
Required
5) Communication & Full-Scale
Implementation
6) Monitoring and Continuous
Improvement
A summary of the steps is given
below
1) Need Definition: The
deliverable of this phase is a
document stating the need,
evidence, impact and desired
outcome of the process, success
criteria, metrics and stakeholders.
provide actionable feedback.
2) Process Concept & Execution
Plan: This involves high-level
planning and documents the
process concept – root causes,
process to address them and
execution plan.
5) Communication & Full-Scale
Implementation: This step
involves roll-out communications,
coordinated roll out and initial
metrics and reports highlighting
infant mortality issues
3) Process Generation &
Implementation Plan: This
involves a detailed document with
the process description, the
problem it addresses, process
owner, steps, and stakeholders.
6) Monitoring and Continuous
Improvement: This step involves
sharing of post-implementation
metrics to stakeholders and
communication of results to staff.
4) Execution of Pilot and
Revision of Process as Required:
This involves a limited roll-out of
the process to select group or
groups. It measures the process,
identifies issues and suggests
revisions where necessary. The pilot
group is chosen as the smallest
group with the right maturity to
effectively evaluate the process and
All documents and templates in
PROP are kept clear, concise, easy,
simple and effective.
BENEFITS
The benefits of PROP are:
1) Top management can ensure
that its investments on new
processes are justified, effective and
institutionalized across the
company.
2) Perfect role-clarity and focus is
achieved across all stake-holders
and at all stages of the roll-out.
3) Participative framework for
institutionalization is achieved so
that perfect transparency and
alignment is assured across the
rank and file.
CONCLUSION
PROP process has been successfully
implemented in QuEST and it is
yielding rich dividends by securing
returns on investment. This is
crucial since the actual acceptance
life-cycle on new processes needs
to be short whereas the elapsed
time for the process to yield results
could be months or years. We
believe PROP would be equally
valuable to any organization for
rolling out processes and bringing
about sustainable change.
•••
Combined Strength
A. Senthivel
Director, Frontier Tours & Travels
W
e have changed! This is a
story of a merger, on a
smaller scale. Frontier
Tours & Travels ( a 7.5 crore turn
over company), Holiday Bliss (P) Ltd
(a 3.5 crore turnover company),
and another person's company
comprising Ghar Ka Khana ( a
north Indian style home-food outlets
2 numbers), Coastal Travels (a
tourist coach operation company
with 5 coaches), Vaibhav on
Wheels ( a company with 12 tourist
cabs), Chowpatty ( a chat corner),
Trident Hospitality ( a star-standard
PG accommodation) all these
companies, currently owned by
three different individuals, are
getting merged and becoming a 13
crore company by 1st April 2007.
T A S M A C
M A N A G E M E N T
The new entity is known as Green
Leaves (P) Ltd. Green Leaves Hotels
division has already taken up two
hotels/resorts on lease, one in
Alleppey and another in Gokarna.
The combined financial strength
plus the strength of combined talent
has given us the courage to set up
two more branches immediately one in Mumbai and one in Delhi.
Individually, it would not have been
possible to do this for any of us.
has taken us by surprise. If we want
to grow into the region of 10000
crore turnvoer, the only way is to
pool. We have a set a vision to
ourselves.
Now, we are working on a war
footing to merge companies. The
process is on.
•••
The reason for coming together is
to combine strength- talent,
experience, finances. Individually,
each company was built from the
scratch.Each owner was proud
about being the `owner' of the
business. But, suddently maturity
R E V I E W
18
Celebrating Change / Research Paper
Change Management
Shushruta Bhandage and Roohee Begum
Alliance Business School, Bangalore
T
o quote Machiavelli from ‘The
Prince’ :
'There is nothing more difficult
to plan, more doubtful of success,
nor more dangerous to manage
than the creation of a new system.
For the initiator has the enmity of all
who would profit by the
preservation of the old institutions
and merely the lukewarm defenders
in those who should gain by the
new ones.'
innovating new methods for growth,
disrupting currently useful
technologies and creating
surprising opportunities.
As clichéd as it may sound, change
is definitely the most permanent
thing in life. We deal with all types
of changes ranging from changes
in our surroundings, changes
with/in people, and more so in
organizations or workplaces.
IBM was slowly sinking before it was
rescued and refitted under the new
leadership and the energetic and
determined employees. Microsoft
has transformed into an integrator
of computer internet solutions from
a software company.
Why is change so necessary?
The challenge to sustain a
competitive edge in the market
preoccupies the minds of majority
of the business leaders today and
increased competition means that if
organizations do not continually
analyze themselves and do a
thorough SWOT analysis of what is
happening in and around them,
then they would evidently be out of
business.
Pick any industry and chances are
that it looked very different in the
1980's than it did in the 1990's.
Likewise, the industries of 1990's
had changed drastically by the
succeeding decade.
Success and growth together bring,
about the need for change.
Environmental factors beyond one's
control also force change.
Like the sailing boat cutting through
difficult waters, corporations would
have to spruce their sails and
weave their way through forces of
change globalizing industries,
converging and consolidating
technologies and strategies,
19
IBM, Microsoft, General Electric,
Enron, apart from the fact that they
are world class organizations have
another thing in common - these
companies and many others
represent a few episodes in the
saga of corporate transformation.
Intel's Andy Grove had to switch the
entire focus of the company from
memory chips to microprocessors in
1980's. This was a monumental
task but in need of change. Ford's
Donald Peterson embraced change
required by the quality revolution
and transformed itself
fundamentally. Corporate
managers have to travel in an
uncharted course. The immense
power of international finance and
the potential of internet to move
money across borders, ability to
source from any where in the world,
shorter product life, changing tastes
and aspirations of customers- all
these factors have changed the
rules of the game.
Change is inevitable and a
necessity; acknowledging that,
businesses should see it as an
opportunity to reinvent themselves
and not as a threat. It is essential
and extremely important to identify
change and organize oneself to
prepare and to quickly respond to
the same while repositioning the
organization.
Organizations face change due to
advent of new technology, stiff
competition, new market, demand
for greater performance, government
policies, new product, changing
nature of work force, new leader,
innovation, growth, new vision,
merger-acquisition, divestiture and
prepare to adapt to it.
Types of Change programs:
Change
Cost
Process
Structural
Cultural
Structural change - An
organization is treated as an asset
of functions that are reconfigured
during mergers, & acquisitions.
Cost cutting - During tough times
cost cutting programs eliminate
redundant activities.
Process change - These are
initiated by altering how things get
done. Its aim is to make processes
efficient, fast, reliable and less
costly.
Cultural Change - These
programs focus upon “human”
from command and control to
empowerment, respect, and
involvement.
Two approaches to “change”
Theory 'E' change is a draconian
method which focuses on rapid
increase in shareholders' value. This
relies heavily on cost cutting,
downsizing, head count reduction,
implicit contracts between employee
and employer of lifetime
employment stand null.
Theory 'O' change aims to create
high performance by fostering a
powerful culture and capable
employees. It is characterized by
high level of employee learning,
flatter organization, commitment
and a strong bond between
organization and its people.
Methodology
4 E's of Change: Change
management revolves around
cycles with four phases being
'Enquire', 'Envisage', Employ',
'Evaluate'.
Enquire: In this phase possibility of
issues and opportunities is
analyzed. Self introspection and
industry and market appraisal are
used to do so.
Envisage: This phase is for
envisioning and communicating the
message to the audience in time.
Blueprint for future changes include
achievable targets, action plan,
feedback and performance
measures.
Employ: This is change
implementation phase. Change
team should transfer the skills and
manage opponents, followers and
enthusiasts.
Evaluate: Changes are evaluated
on the scale of benefits and the
T A S M A C
M A N A G E M E N T
envisioned blue print. Even failure
imparts lessons for future.
The seven steps to create
change:
In 1990, Michael Beer and his
colleagues Russell Eisenstat and
Bert Spector identified these 7 steps
at business unit and plant levels to
create real change.
Step 1: Mobilize energy and
commitment through joint
identification of business problems
and the solutions. Problem
identification is not the only
criterion, it is also important to
know how the problem is identified.
Motivation and commitment of
people who are involved in
identifying the problem and
planning its solution is greatest. The
second part of the step involves
developing a solution to a problem.
It's important to make people
involved and to bring them face-toface with urgent business problems
and their root causes.
Step 2 : Develop a shared vision of
how to organize and manage for
competitiveness.
It's just not sufficient to develop a
clear vision of an altered and
improved future, but also important
to communicate that vision to
others in ways that make the
benefits of change clear. An
effective vision must:
a) describe a desirable future
b) be compelling
c) be realistic
d) be focused
e) be flexible
f) be easy to communicate to
different levels.
Step 3 : Identify the leadership
An organization must identify the
best people involved who will take
care of all the levels and hence
look to managers of changetargeted units.
R E V I E W
Step 4 : Focus on results, not on
activities. Concentrate on things
that will contribute directly and
tangibly to bottom-line
improvement.
Step 5 : Start change at the
periphery, then let it spread to other
units without pushing it from the
top. The probability of success is
greatest when change is instigated
in small autonomous units.
Step 6 : Institutionalize success
through formal policy systems and
structures. Gains can be
consolidated through policies and
systems that describe how work is to
be done and it is also critical to
measure the change.
Step 7 : Monitor and adjust
strategies in response to problems
in the change process.
Unanticipated changes can make
few elements of change fail. So
change leaders must be flexible and
adaptive and plans must be robust
to accommodate alterations.
Many ingredients are required to
move from the present to an
organization's desired change. The
process takes time, vision, and rolemodelling.
The core requirements for
successful organizational change
be it in individuals, teams,
departments or divisions are as
follows1. Motivation
2. Procedural and cultural changes
require working with the latest
tools of learning.
3. Rewarding success
4. Promoting changes with
workshops
5. Launching the change
management program
6. Ensuring alignment of the
company's goals, objectives,
values and beliefs.
20
Celebrating Change / The
Research
First Paper
Page
An organization also needs to
create a climate that is conducive
for fostering creativity and
innovation and hence needs to
identify and develop the right blend
of practices
.
1. Setting direction :
As an organization starts to plot
its direction, a certain amount of
tension builds, which helps
enhance creativity. This tension
produces energy and a spirited
debate. Diversity is the secret
formula for creativity.
Unfortunately industry sectors,
cultures and regions overlook
this fact.
2. Mapping the purposes of
specific groups of creativity
profiles :
An organization must match the
specific objectives of various
groups of creativity profiles with
the organization's priorities, and
finally summarize the purposes
that the group needs to pursue
in each profile to achieve the
desired outcomes.
3. Creating an action plan to
integrate creativity practices :
The organization must finally
create an action plan for
initiating and integrating diverse
practices.
a) Barriers to implementation
Incompatibility among purposes
and practices has to be
overcome, since if they become
highly developed it can be
detrimental.
b) Multiple purposes
organizations must choose to
pursue multiple purposes in any
of the following ways
separation, sequencing, or
synthesis.
4. Developing the action plan :
Brainstorm and post ideas from
various people in the
organization, for this activity.
All said and done, change can
be exciting, and if managed
correctly, it can be a vital
component in the vitality and
continued growth of an
organization.
•••
What Is Change In an Organisation ?
Chandan Kumar
IBMT, Bangalore
T
ry to achieve better than
today! Probably the best way
to explain the concept of
change. By what we call creative
recombination. Achieving change
through creative recombination is
not just a theory, it is practical work.
One of the key challenges in
creative recombination has to do
with the possibilities you see.
Finding those organizational
elements that you can recombine
effectively begins by knowing first
where to look. What follows is a
mapping technique that highlights
the full range of possibilities and
acts as a tool to make sure you
don’t miss any good one.
Look at any organizational
architecture and you will find five
common elements or
recombinations-people, network,
culture, process, and structure. The
people in our organization of
course are our employees. These
employees create network among
21
one another, that is they exchange
information, favors, resources and
even gossip through the firm’s
informal system. Structure refers to
the organizational boxes line of
communication and reporting,
staffing and control mechanism that
managers put in place to make sure
that employees carry out processes
effectively and efficiently.
When you craft change through
creativity recombination, rather than
eliminating existing, people,
networks, culture, process, and
structure and replacing, them with
new ones, you instead work with
what you already have, in other
words you only at existing parts of
organizational architecture for your
change solutions.
We would like to present you with a
radical idea - most, if not all, of
your previous training and
experience in people and process
management has prepared you to
be effective from the perspective of
the past, and ineffective in regard
to the future. The greater your past
successes, the more likely it is that
you will experience difficulties in the
future. Most managers have been
well educated in regard to logic,
analytical reasoning, and problem
solving. These skills have been
nurtured in the home, stimulated in
every phase of education, and
further developed and rewarded in
the workplace. All of this learning
takes place at the expense of
developing the perspective and
skills necessary for managing
people and demonstrating effective
leadership. Truly effective leaders
cultivate an intuitive comprehension
of non-rational, paradoxical people
and situations, and understand and
respect the emotional and spiritual
longing that people bring with them
into the workplace. Well schooled
in "living in our heads", we often
find during challenging times that
the body as a whole consistently
refuses to implement actions
dictated by the logical mind, just as
employees often balk at directives
set forth by management. While the
logical self says "I should and I will"
the body says, "I can't and I won't!"
As individuals we resist all change
that does not "feel" right to us. The
same is true of any workforce. Our
work together needs to be about
the conscious creation of high
performing, self-monitoring, and
special purpose communities.
Special purpose indicates that all
communities exist to achieve an
end, whether explicitly stated or not.
A community exists only in the
actions that it takes to achieve that
end. Organizations rarely explicitly
state their reason for being, except
in a nebulous manner. The term
community recognizes that leaders,
managers, employees, and
customers seek a sense of
belonging and require as a
condition of personal commitment,
a supportive emotional
environment. The term business
community describes an
environment in which the complex
set of organizational and individual
behaviors that result in learning are
grounded in actions that signal
dignity and respect both to the
customer and to the employee.
A business rarely plans at the start
the kind of community it becomes
as time goes by. Rather, a business
community evolves over time in
interaction with, and often as the
result of, a broader system. A
pattern of effective actions evolves
during lengthy periods of
organizational success. We then
deliberately build these effective
actions, and the behaviors thought
to produce them, into the
community. Beliefs, rituals, stories,
and values communicate them.
Methods, procedures,
organizational structures, and the
criteria within appraisal and
compensation systems require and
reward their use. Over time, the
T A S M A C
M A N A G E M E N T
conscious rationale for these
underlying structures fade, and the
behaviors produced become
unconscious and habitual
organizing aspects of the system.
Community behavior becomes part
of the background and history of
the organization. Behaviors become
embedded in the bodies, the
biology, of staff. In the process,
these behaviors become
disassociated from the effectiveness
they are meant to bring forth.
Typically, most organizations only
assess the overall health of the
community they have evolved when
a breakdown occurs which
dramatically reduces the
organizations ability to continue to
achieve its special purpose. Few
organizations have appropriate
robust models of community to
model the workplace after. Because
of this, there is usually little patience
with the difficulty and discomfort of
the renewal that every organization
must go through periodically. Most
companies seek a quick fix of offthe-shelf, event-based training
instead of examining the various
threads woven into the fabric of the
community. Companies hope to "fix"
their current difficulties by hiring
experts in team building,
communication, or management
and leadership development.
However, the actions that flow from
these newly developed
competencies rarely transfer from
the training room to the workplace.
This is neither the fault of the trainer
or of the employees. Rather, it is
testimony to the power an
organization's underlying structure
has on influencing group and
individual behavior. This underlying
structure seemingly evolves and
mutates on its own, without explicit
directives from management. The
overall results an organization
achieves are produced by repetitive
patterns of behavior carried out by
the individuals within the
organization. These patterns of
behavior are strongly influenced by
the underlying structure of values
R E V I E W
and beliefs the organization has
unwittingly propagated over time.
Given the "chicken or the egg"
nature of organizational
development, we find it is most
effective to start the process of
organizational review and renewal
by examining and bringing greater
awareness to the beliefs and
behaviors of individuals, while
concurrently modifying the
organizational structure to reinforce
the shifts each individual needs to
make. In the face of this massive,
inflexible system we call the
workplace; we need to explore what
actions we can take to assist the
process of transformational change.
1. Understand Organizational
Change and Renewal :
Make sure that everyone
involved understands the
process of change. An
understanding of organizational
lifecycles is as critical to the
leadership of change as product
lifecycles are to the
management of research and
development. Facilitating the
waves of change rather than
being engulfed by them requires
foresight and pro-activity. Yet
change often produces a sense
of loss of control and a mood of
fear and resignation signaled by
a slowing or freezing of effective
action. Most often people focus
their efforts on keeping change
from occurring, or on returning
the community to its previous
state of equilibrium and its
members to their previous sense
of control. Most employees
believe that management has
the responsibility and authority
to eliminate the stress of change
and return the organizational
system to "normal." Yet under
certain conditions, management
has the obligation and
responsibility to lead the
organization into chaos, to
increase stress and
disequilibrium so a higher order
system can evolve - a system
22
whose structure cannot be
predetermined. It has an equal
obligation to assist employees in
determining where the
organization falls in its cycle of
growth and renewal and in
requesting their assistance in
shifting the behaviors, beliefs,
and structures necessary to
renew effective action.
2. Practice, Practice, Practice :
Except for businesses, every
form of team practices regularly.
Sports teams, orchestras, the
cast of a movie, all practice
incessantly; and rehearse daily.
Only in business do we form
teams with no opportunity for
regularly scheduled skill
diagnosis, learning, and
practice other than the
economic reality of day-to-day
operation.
In the course of practicing, we
can challenge the community to
perform outside the familiar and
comfortable in both content and
location, and we offer the
possibility of a clear public and
conscious reassessment of the
effectiveness of current
processes. We can shift the unit
of analysis from the individual to
the community/team and
provide a safe place to observe
habitual behaviors and test the
effectiveness of new ones.
3. Learn How to Dialogue :
Recreating community is different
from joining community. We join
communities that have existing
values and behaviors, typically
implicit, and evolved over years.
Recreating community requires
explicit declarations and
commitment to a redefined set of
values and behaviors.
Developing these values beyond
the vague characteristics of the
Boy Scout-like "friendly,
courteous, kind..." requires
practice. Few of us have
developed skills at dialogue,
23
which involves a respectful
exchange of ideas and
information. Most of us however
are masters at debate, which is
the delivery of sequential
monologues on our differing
points of view. Explicit
agreements to consciously and
continuously declare test, and
review assumptions about how
people think, feel, and act, as
well as the beliefs attached to
those assumptions provide the
basis for trust and honesty in
community. There are several
ways to provide practice in
dialogue that also further the
content of community.
Assessment instruments, using the
community as the unit of analysis,
provide a non-threatening
content basis to dialogue existing
norms and effectiveness. Content
can range from measures of
team culture to team
effectiveness, from management
style to learning style. The content
chosen for educational purposes
is irrelevant to practice in
dialogue.
training may be necessary, yet
such activities are never
sufficient in moving businesses
towards becoming a high
performance community. There
is a significant distinction
between providing competence
in new sets of behaviors and
recreating a community in which
those new behaviors become
habitual - part of the
background and history of the
organization. Outside
consultants and trainers can
provide the competence. Only
the business itself can take the
actions, often counterintuitive,
necessary to sustain it.
•
•
•
Assessment instruments or
content using the individual
community member as the unit
of analysis provide practice in
dialogue at a different, higher
intensity. An understanding of
the basis for individual
differences and the synergy
those differences produce
provides an additional basis for
trust and honesty and a context
for practicing dialogue. Whether
focused on gender, race, or the
more subtle invisible differences
of culture, sexual orientation,
personality style, or data
collection and processing
modes, dialogue that involves
an appreciation of "difference"
invariably strengthens the
community.
4. Bring the Community
Together to Plan Change :
Event based practice and
•
Rebuilding and sustaining
community requires a multi-step
process that enables us to:
Bring the unconscious, habitual
behavior of both the individual
and the system to the conscious
level.
Assess the effectiveness of
behaviors in achieving the
business's current or future
strategic intent.
Identify additional behaviors
assessed as necessary to
achieving strategic intent.
Identify and redesign the
underlying structures that
influence and promote effective
behaviors.
Organizations must weave this
process of strategically rebuilding
community throughout the daily
context of their work rather than
view it in isolation as a series of
training events. Events can serve to
create the desire and blueprint for
change. It is the work that occurs
between events that produces the
momentum for and joy of change.
Therefore nothing is required to
make change happen, smoothly
and effectively in organization
except employees development.
•••
THE POWER
OF MIND...
...IN SERVICE
OF YOUR
BUSINESS
To stay ahead in face of global competition,
the industry today relies on
human resource equipped with the ever
changing & advancing power of knowledge.
Through its range of services,
TASMAC brings you the
best of every parameter of this
all important knowledge resource.
EDUCATION THAT EMPOWERS
TASMAC is the right source of professionally qualified manpower
with a unique global exposure through –
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Journalism, MSc (Information Systems) & BBA courses from the
University of Wales offered at the state-of-the-art campuses at
Pune, Kolkata, Bangalore and Mumbai.
l
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Executives
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from U.K., USA, Australia, New Zealand & Switzerland in the
fields of Management, Hospitality, Tourism etc.
STAYING TUNED
To keep the human resource abreast of the mind boggling pace of
change ‘TASMAC Management Training Resources (TMTR)’ focuses
on corporate training, offering world-renowned programmes,
customized to suit every training need.
KNOWLEDGE BASED
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consulting services, providing effective & profitable solutions and
supporting their implementation.
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Training Resources
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T A S M A C
M A N A G E M E N T
R E V I E W
24
To Change Or Not To Change
Sujata Chowdhury
Dr. Ambedkar Institute of Management Studies
I
ntroduction :
Mark Twain is purported to have
said that ‘the only, person who
likes change is a wet baby and we
all know he is probably right’.
The word change strikes fear into
the minds and hearts of some
people, to others it brings a ray of
hope. This condition is going to
exist and continue. There is no way
to avoid it.
As regulatory pressure, increasing
customer demands, and
competitive forces impact utilities
worldwide, change is becoming a
norm rather than an exception. It is
becoming increasingly important for
managers to act not only in their
traditional roles but also as
transitional leaders - a role that
focuses on guiding people through
changes inherent in the industry
today.
The concept of Change
Management describes a structured
approach to transitions in
individuals , teams, organizations
and societies that moves the target
from current state to desired state.
Change Management is a basic
skill that most leaders and
managers need to be competent.
When leaders are planning to
manage change there are 5 key
principles that need to be kept in
mind:
1.Different people react differently
to change – The spectrum of
change maybe represented
diagrammatically as
Stability... change.
Different people have different
preferences for where they like to
be on this spectrum. Some like to
be at stability end - they like things
to be the way they have always
been. Others like to be at the
25
change end - looking for something
new and different. Problems arise
when individual preferences differ
from the situation they find
themselves in. In these situations
individuals involved can experience
• Strong dissatisfaction
• Stress
• Negative attitudes
• Resistance
• Intense emotions
• Loss of rational judgement
2. Everyone has fundamental needs
that have to be met-. a famous
psychologist identified three basic
needs of people in interpersonal
relations. These basic needs are of
fundamental importance in
people’s reaction to change, they
are
• The need for control
• The need for inclusion
• The need for openness
While these needs may vary
between people, in any change
process there should always be
some degree of need for control
over one's environment,
some need to be included in the
process and some need for open
information.
3.Change often involves loss and
people go through loss curve-the
relevance of loss curve to change
management program depends on
nature and extent of loss. There are
many variations of the loss curve.
One is “Sarah” which is based on
individual experiences(in order):• S-hock
• A-nger
• R-ejection
• A-cceptance
• H-ealing
The commonest factors of loss
curves are:a) initial period when change does
not sink in
b) when loss is realized, individual
hits a deep low
c) period of adjustment to the new
situation which can be very
uncomfortable and take a long
time.
4.Expectations have to be managed
realistically- the relationship
between expectations and reality is
very important. Hence it is very
important that promises have to be
kept by setting the expectations on
a realistic level which could be
exceeded.
5.Fears have to be dealt with- there
is some degree of fear involved
when confronted with change. Fear
may be rational or irrational
because when change is of
significant proportion there is some
degree of irrationality in people’s
subconscious mind .Fear may be
due to anticipated :
• insecurity reasons
• loss of money
• loss of pride and satisfaction
• loss of freedom
• loss of responsibility and
authority
• loss of good working conditions
• loss of status
There are two perspectives to
change management:A) Individual change management
B) Organizational change
management
A) From individual perspective the
most popular one is the ADKAR
model by Prosci which is as follows:
A - Awareness of need for change
D -Desire to participate in change
K - Knowledge of how to change it
A - Ability to change it
R - Reinforcement to sustain the
change
B) From organizational change
management perspective two
aspects are of primary relevance.
They are
i) Managements’ role;
ii) Organizational development;
Here emphasis is given on;
acknowledgment of contribution at
individual level through a 4 stage
process :
Discover - Identify processes that
work well;
Dream -Visioning processes that
could work well in future;
Design - Planning and prioritizing
processes that would work well;
Destiny or deliver - Implementation
of proposed design;
At this point it is very important that
organizations know at what speed
the change must take place. A
headlong rush into change is a
near guarantee of failure.
Understanding the rhythm and pace
of change makes transformation
more successful.
The classic model of corporate
change developed in 1940’s state:- Unfreeze existing attitudes and
behavior;
- Implement new systems,
processes;
- Refreeze the changes made and
embed them in new culture;
Radical rip-out-and-replace
merchants often ditch at last stage
because if one pushes too much
change too fast the companies
don’t change and in fact perish.
Hence it is key to realize that
change need not be dramatic, it
can be:
• Creative recombination or
innovative
• Systematic
• Dynamic & stable
In order to avoid the chaos that
follow an intense period of change,
managers can initially, in the
unfreezing stage:
Outline to divisions about what
change will mean to them;
Set the pace and rhythm of change;
Consolidate changes already made
before moving on to the next one;
Identify subtle resistance and false
enthusiasm;
Create a dashboard to monitor the
impact of change;
T A S M A C
M A N A G E M E N T
Then going for the change, which is
implementing the actual change
accompanied by change in culture
and belief.
Next step is about refreezing
change where the groundwork
involves realignment at 3 levels :
- the company should fix change
company wide;
- managers should focus on
developing trust by setting clear
expectations and provide honest
feedback;
- keep communicating the
benefits of change;
The greatest acid test that change
has frozen successfully is when no
one thinks about it anymore , the
change is so deep-rooted that it
becomes the default mode.
For Large Scale Organizational
Change
The major features of large-scale,
real-time change management
process include:
• Focusing on application of
systems theory
• The database source is no
longer internal to the
organization, but now involves
both the organization and its
environment(an open-systems
approach)
• Time: what was formerly a slow
“waterfall” process is now a,
fast quick response which results
in immediate action taking
place
• Learning moves from individual
to the whole organization
• The responsibility and
accountability moves from
senior management to a mixture
of senior management and
whole system
• The consultant role, formerly
reserved for data collection and
feedback, now also includes
structures and facilities for data
analysis and action planning
• The change process moves from
incremental change to
fundamental organization-wide
change
Some Large group Approaches
Dannemiller-Tyson Interactive
R E V I E W
Strategic Planning
Kathie Dannemiller and her coworkers use a 2 to 3 day event of
100 to 2300 people, to roll out a
new strategic direction, to get clear
on their strategy, and to provide
feedback to the top people in the
organization. Their approach is very
task focused and very structured,
and involves interaction in small
groups as part of the full group
proceedings.
The theory of the Dannemiller
approach is based on BeckhardHarris-Gleicher formula:
Dissatisfaction x Vision x First Steps
> Resistance to change.
This means that three components
must all be present to overcome the
resistance to change in an
organization : Dissatisfaction with
the present situation, a Vision of
what is possible in the future, and
achievable. First steps towards
reaching the vision . If any of the
three is zero the product will also be
zero and resistance to change will
dominate .The purposes of these
OD interventions are to bring
approaches to the organization that
will enable these three components
to surface so that the process of
change can begin.
They also use Drucker’s strategy of
converting words into actions. They
believe that there should be a
common activity focus which is
highly reactive, yet highly directive
from above.
Mary Weisbord’s Future search
Conference
This is a planned 2-1/2 day event.
Ideally it involves 64 people, with
maximum of 72. This is clearly too
small for many whole–organization
large-scale change events, but it
works well for small groups.
Weisbord’s conference is designed
to define and move towards the
preferred future, through finding
common ground among diverse
participants .The preferred future
approach involves an examination
of past, present and future—for the
whole system .Weisbord uses
“prouds and sorries”, a look at the
26
successes and failures in the
organization, to develop scenarios
of their preferred future. Like other
practitioners Weisbord puts an
emphasis on action planning to
define the steps that will be taken so
that the process does not end on
the conference itself but is
translated into future action steps.
Selling Change
To successfully implement any
model of change management the
three key ingredients are
• Empathy
• Effective communication
• Participation
The first key in any change situation
is to use empathy to determine
probable reaction to a
contemplated or definite change.
Empathy is not an inherited trait. It
is something that can be developed
by getting to know the other person.
An analysis of conversation with
affected person would identify the
degree to which the person resists
or welcomes change.
The second key to successful
change management is effective
communication which also involves
feedback. The importance of feed
back is to do with feelings of
employees. If they feel that their
reactions and suggestions are being
considered, they will be more apt to
welcome change.
The third and last most important
key factor is employee participation.
It begins with a philosophy among
all levels of management ,right at
the top. They must believe that
participation can benefit both the
organization and the employees.
suggested by subordinates or peers,
or managers may think of it
themselves, but it is present. To be
effective, managers must consider it
a way of life. The key to their
success is their ability to manage it
so that the best decisions are made
with the highest level of acceptance
by those who implement them.
References and Bibliography:
• Managing Change Effectively ,
Approaches, Methods and Case
examples, Ann Donald L.
Kirkpatrick, Butterworth
Heinemann
• Business process management,
practical guidelines to successful
implementations - John Jeston
and Johan Nelis, Butterworth
Heinemann
A change may be small or it may
be large. It may come down from
higher management, it may be
•••
What does it take to make change happen smoothly
and effectively in Organisations ?
Priti Kumar
Dr. Ambedkar Institute of Management Studies
W
hat are the ingredients
required to make change
happen, smoothly and
effectively in organisations?
"Change is an unavoidable
ongoing process." In today's world
we have to make change a
practice to, avoid obsoletion which
is happening in and around the
world. Survival is not possible
without acceptance of change. The
current market trends also reflects
the same.
Air Deccan has changed the
concept of air travelling.
The Indian Postal Department
incurred loss because of late
realisation of change.
The ERP concept has changed the
resource management.
To make the change happen some
common practices are:Organisation’s Readiness
27
Planning in phases by keeping the
general core competence of the
organisation in consideration.
Brain storming session by
employees to make the
implementation easier.
Be ready with the back up plan to
manage unavoidable
circumstances.
Cost/Benefit Analysis
Be prepared for an inevitable
downturn, plans should be ready to
make more flexible business models
to help the company navigate in
both good and bad economic
cycles.
Organisation’s Committment
Management must stick firmly to the
planned change and standby to it
even in adverse circumstances, to
pass the significant requirement of
its implementation.
Employees' Support
A company should nurture this
resource to keep the organisation
growing. Employees readiness
makes any change simpler which
could be achieved by:
• Providing in advance
information about the upcoming
changes Take their opinion in to
consideration by involving them
in the process.
• Gains of organisation and
employee should be properly
communicated.
Individual Gains
Clear and fast communication
across different levels, to bring cooperation from the workforce. If
the benefits of learning the change
is known, the process of change
becomes faster and effective. It
could be explained keeping
individual career growth in to
consideration. This will provide
personal appeal of the
management for the employees.
Organisational Gains
Organisational gains bring
individual gains and vice-versa.
Employee should provide their
combined effort to make the
change happen, the importance of
teamwork should be clear among
all. It is good to be recognised as
individual but sharing of reward as
a team and their importance should
be taught by setting examples.
Competitive Standing or Brand
Image
If the respective repurcussions of
avoidance is made clear to the
people, it becomes easier to gain
their hands in implementation.
Constant Innovation
Organisation should be sure that in
the declared industry sectors where
organisation has to compete, it is
viewed as an innovator and that it
has the market momentum to
outperform their competitors.
A second priority is to continually
improve the business models and
the margins - not just in terms of
profitability, but also in freeing up
more investment dollars for growth.
Organisation must see this as a
major strategic advantage.
A third priority is providing
premium value to the customers
who have come to expect highquality products and customer
service from the organisation.
Implementation
Implementaion should start from
the respective interested volunteer,
who could be taken as change
agents for the mass, because mass
is more influenced by their
immediate role models.
Evaluation
Benchmarking and control
Any implementation should be
followed by frequent evaluation to
keep track with the planned
progress to achieve plannned
objective within time.
T A S M A C
M A N A G E M E N T
What does research say about
successively managing a big
transition ?
As in the change process, it is an
exciting time, a time of great
opportunities for those who can see
and seize them, but of a great
threat and fear for many. It could
be more difficult to hold
organizations and societies
together. The softer words of
leadership and vision and common
purpose will replace the tougher
words of control and authority
because the tough words won't bite
anymore. Organizations will have
to become communities rather than
properties, with members, not
employees, because few will be
content to be owned by others.
Societies will break down into
smaller units but will also regroup
into even larger ones than now for
particular purposes.
Requirements to manage a big
transition:
Build support for the approach.
Have Popular and powerful change
agent.
• Change will not work unless
supported by powerful person
(wider the support better the
change).
• Counselling for tension and
conflict arising from change.
• Clear vision for better
implementation.
• Determination to make change
happen.
• Clear and faster
communication.
• On time recognition by
respective rewards to keep
motivation level high.
In today's turbulent global economy,
two issues stand out as critical to
corporate success: change
management and leadership
development. When executed
properly, change management
allows companies to evolve and
grow over time and respond
appropriately to external market
forces that have a significant impact
on organizations. Developing
effective leaders is critical to help
R E V I E W
guide the organization through
change and inspire the kind of
employee loyalty and engagement
that is a hallmark of high
performing businesses around the
world.
Organisation should have a
performance management planning
cycle, where every individual has
goals set for an annual cycle,
quarterly or mid-year reviews, and
then a formal performance review.
The formal performance review is a
concrete discussion with a person’s
respective leader about strengths
and weaknesses, specific
development plans and goals for
the coming year.
Create a more engaged and loyal
workforce—people who buy into
the mission and values of the
company.
Two-way communication is the key
to effective engagement. From the
top down, organisation should have
a variety of vehicles that enable it
to communicate with
employees—not only the
management messages but the
human messages as well—to make
employees feel that they are
contributing to the company’s
success. But also make sure that
employees’ opinions and ideas are
listened to and valued through by
annual employee survey. Have
outstanding participation rates,
which is a key indicator of
engagement. It means employees
are interested enough to tell what
they’re thinking. A highly effective
means of communication is skiplevel sessions, which creates a
forum for open, face-to-face
discussions for leaders to listen to
feedback from employees at
different levels. This is an effective
way for managers to learn but is
also meaningful for employees who
do not often have the opportunity to
hear from and meet with senior
level leaders. It pays huge dividends
to management because employees
really feel valued, and will
appreciate committing.
28
Invest very significantly in
recognition programs that are
linked to employees values, at all
levels, who really express and bring
to life those values—individually or
collectively.
What does an organisation have
to do for creating a climate
conducive for creativity and
innovation ?
The organisation should have a
strong set of cultural values–having
a will to win as chief among other
values. Internally, this translates into
demonstrating a strong knowledge
of external competitor activity and
market trends, and understanding
key business drivers to identify
business opportunities.
Organisation should know from
experience that change is best
initiated from a position of strength.
So organisation should spend lot of
time with the employee to raise their
awareness about the competition as
well as to develop effective business
strategies and drive business
improvements together.
Organizational change can take
many forms–new management
structures, new technology
infrastructures and acquisitions–that
have a profound impact on an
organization. Along with this
change comes ambiguity and
uncertainty.
• The biggest sin of leaders is to
leave ambiguity or uncertainty
lingering for too long. Groups
where uncertainty has lingered,
tend to react more negatively.
So in managing change,
organisation should remove
uncertainity as rapidly as it can.
• The organisational structure
should be more horizontal with
adequate allocation of
responsibility and authority for
the respective jobs, to bring
creativity, cohesion and bonding
among team and with
organisation
• Recognition and Reward in any
form to the deserving candidates
brings enthusiasm and
motivation to perform better and
better which also creates
ambition among others to
29
follow.
• Practising, very new HRD trend
“Emotional Intelligence”, where
managers try to understand the
subordinate’s behavior, driving
factors, emotional condition
which affects their work
indirectly and counselling them
accordingly.
• Core competence, recognise the
core competence of their
resources so as to achieve their
best.
• Parltialism and favouritism
should be demoting practices.
• Employee should feel free to
share their ideas across any
level of hierarchy.
• Should be recognised by their
high value and ethical practices.
• Should be pioneer in new
technology so as to stay ahead
in market and in the mind of the
customers.
• Organisation should be
committed to continually
improve the quality of the
workplace and to create an
environment where employees
will learn and develop
themselves. The net effect of
these efforts is that it makes
work force more involved,
engaged and excited about their
work.
The best leaders should set some
behavioral traits from their
experiences about:
• How to lead
• Attract the best talent
• Motivate people
• And build the best mentoring
programs.
And replicate elements of these
management behaviors into best
practices in the form of leadership
toolboxes that are issued across the
company.
“What should an individual
need to do to get his ideas
across successfully to others”
The current trend is to tap the
talent. For this one has to be very
focused on retention and rigorous
development processes so that the
best talent really knows that the
company is investing in them.
Change is the result of an
organizational learning process that
centres around the questions: 'In
order to sustain and grow as an
organization and as individuals
within; what are the procedures,
what is the know-how we need to
maintain and where is the need to
change?', and, 'How to manage a
change, that is in harmony with the
values we hold as individuals and
as organizations?'
This can be made simpler by
applying some of the ways to
convey the idea across others:
• Goodwill of the individual
• Good listening skill of the
individual
• Understanding other’s point of
view.
• Narrating the idea from their
point of view
• By knowing clear and hidden
needs of others
• Being open to the possibility of
failure and back up for it
• Enquiring as reminders or
followups to know the status
• Making two way
communication, to know the
employee better
• Learning organization to stay
always ahead
• Visioning, broad visioning
makes the idea more focused
and convincing
• Systems thinking-to make the
idea applicable
• Understanding mental maps for
good co-ordination
• Learning from mistakes
• Feed back to know
approachability
• Appreciative inquiry.
•••
"Today, my company
will select the
marketing team
for our
new joint venture
in Indonesia…
If only I had done my MBA! "
Indian industry has started reaping the benefits of globalization.
And it's only the beginning. The coming years will see an explosion of global opportunities.
Empower yourself to make the most of them…
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T A S M A C
M A N A G E M E N T
R E V I E W
30
The Concept of Change Management
Alok Agarwal and Huma Khan
Institute of Business Management & Research, Bangalore
I
ntroduction:
The concept of change
management describes a
structured approach to transitions in
individuals, teams, organizations
and societies that moves the target
from a current state to a desired
state. Stated simply, change
management is a process for
managing the people-side of
change. The most recent research
points to a combination of
organizational change
management tools and individual
change management models for
effective change to take place.
Purpose of Paper:
The purpose of this paper is to
provide a broad overview of the
concept of “change management.”
It was written primarily for people
who are coming to grips with
change management problems for
the first time and for more
experienced people who wish to
reflect upon their experience in a
structured way. Change
Management defined:
In thinking about what is meant by
“change management,” at least
four basic definitions come to mind:
• The task of managing change.
• An area of professional practice.
• A body of knowledge.
• A control mechanism.
The Task of Managing Change:
The first and most obvious
definition of “change management”
is that the term refers to the task of
managing change. Managing
change is itself a term that has at
least two meanings. One meaning
of “managing change” refers to the
making of changes in a planned
31
and managed or systematic
fashion. The aim is to more
effectively implement new methods
and systems in an ongoing
organization. The changes to be
managed lie within and are
controlled by the organization.
However, these internal changes
might have been triggered by
events originating outside the
organization, in what is usually
termed “the environment.” Hence,
the second meaning of managing
change, namely, the response to
changes over which the
organization exercises little or no
control (e.g., legislation, social and
political upheaval, the actions of
competitors, shifting economic tides
and currents, and so on).
An area of professional practice:
The second definition of change
management is "an area of
professional practice."
There are dozens, if not hundreds,
of independent consultants who will
quickly and proudly proclaim that
they are engaged in planned
change, that they are change
agents, that they manage change
for their clients, and that their
practices are change management
practices. There are numerous
small consulting firms whose
principals would make these same
statements about their firms. And,
of course, most of the major
management consulting firms have
a change management practice
area. It is expertise in this task of
managing the general process of
change that is laid claim to by
professional change agents.
A Body of Knowledge:
Stemming from the view of change
management as an area of
professional practice there arises yet
a third definition of change
management: the content or subject
matter of change management.
This consists chiefly of the models,
methods and techniques, tools,
skills and other forms of knowledge
that go into making up any
practice. The content or subject
matter of change management is
drawn from psychology, sociology,
business administration, economics,
industrial engineering, systems
engineering and the study of
human and organizational
behavior.
A Control Mechanism:
For many years now, Information
Systems groups have tried to rein in
and otherwise ride herd on changes
to systems and the applications that
run on them. For the most part, this
is referred to as “version control”
and most people in the workplace
are familiar with it. In recent years,
systems people have begun to refer
to this control mechanism as
“change management” and
"configuration management."
Moreover, similar control
mechanisms exist in other areas.
Theories of Change:
The evolution of the change
management field stems from
psychology, business and
engineering. Hence, some models
are derived from an organizational
development perspective whereas
others are based on individual
behavioral models. For this reason,
this section is divided into two subcategories: Individual Change
Management and Organizational
Change Management.
Understanding of individual and
organizational change theory is
necessary to implement effective
change management processes
and tools.
Individual Change
Management:
An early model of change
developed by Kurt Lewin described
change as a three-stage process.
The first stage he called
"unfreezing". It involved overcoming
inertia and dismantling the existing
"mind set". Defense mechanisms
have to be bypassed. In the second
stage the change occurs. This is
typically a period of confusion and
transition. We are aware that the
old ways are being challenged but
we do not have a clear picture to
replace them with yet. The third and
final stage he called "refreezing".
The new mindset is crystallizing and
one's comfort level is returning to
previous levels.
The ADKAR model for individual
change management was
developed by Prosci with input from
more than 1000 organizations from
59 countries. This model describes
five required building blocks for
change to be realized successfully
on an individual level. The building
blocks of the ADKAR Model
include:
• Awareness – of why the change
is needed
• Desire – to support and
participate in the change
• Knowledge – of how to change
• Ability – to implement new skills
and behaviors
• Reinforcement – to sustain the
change Organizational Change
Management:
Organizational change
management includes processes
and tools for managing the people
side of the change at an
organizational level. These tools
include a structured approach that
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can be used to effectively transition
groups or organizations through
change. When combined with an
understanding of individual change
management, these tools provide a
framework for managing the people
side of change.
Change Management Process
Overview:
Change Management would
typically comprise the raising and
recording of changes, assessing the
impact, cost, benefit and risk of
proposed changes, developing
business justification and obtaining
approval, managing and cocoordinating change
implementation, monitoring and
reporting on implementation,
reviewing and closing RFCs.
ITIL defines the change
management process this way:
The goal of the Change
Management process is to ensure
that standardized methods and
procedures are used for efficient
and prompt handling of all
changes, in order to minimize the
impact of change-related incidents
upon service quality, and
consequently improve the day-today operations of the organization.
Change management is responsible
for managing change process
involving:
• Hardware
• Communications equipment
and software
• System software
• All documentation and
procedures associated with the
running, support and
maintenance of live systems.
Any proposed change must be
approved in the change
management process. While
change management makes the
process happen, the decision
authority is the Change Advisory
Board (CAB), which is made up
for the most part of people from
other functions within the
R E V I E W
organization.
The main activities of the
change management are:
• Filtering changes
• Managing changes and the
change process
• Chairing the CAB and the
CAB/Emergency committee
• Reviewing and closing of
Requests for Change (RFCs)
• Management reporting and
providing management
information.
The Change Process as
“Unfreezing, Changing and
Refreezing” :
The process of change has been
characterized as having three basic
stages: unfreezing, changing, and
re-freezing. This view draws heavily
on Kurt Lewin’s adoption of the
systems concept of homeostasis or
dynamic stability.
What is useful about this framework
is that it gives rise to thinking about
a staged approach to changing
things. Looking before you leap is
usually a sound practice.
What is not useful about this
framework is that it does not allow
for change efforts that begin with
the organization in extremis (i.e.,
already “unfrozen”), nor does it
allow for organizations faced with
the prospect of having to “hang
loose” for extended periods of time
(i.e., staying “unfrozen”).
In other words, the beginning and
ending point of the unfreezechange-refreeze model is stability
— which, for some people and
some organizations, is a luxury. For
others, internal stability spells
disaster. A tortoise on the move can
overtake even the fastest hare if that
hare stands still.
The Change Process as Problem
Solving and Problem Finding:
A very useful framework for thinking
32
about the change process is
problem solving. Managing change
is seen as a matter of moving from
one state to another, specifically,
from the problem state to the solved
state. Diagnosis or problem analysis
is generally acknowledged as
essential. Goals are set and
achieved at various levels and in
various areas or functions. Ends
and means are discussed and
related to one another. Careful
planning is accompanied by efforts
to obtain buy-in, support and
commitment. The net effect is a
transition from one state to another
in a planned, orderly fashion. This
is the planned change model.
Responsibility for managing
change:
The employee does not have a
responsibility to manage change the employee's responsibility is no
other than to do their best, which is
different for every person and
depends on a wide variety of factors
(health, maturity, stability,
experience, personality, motivation,
etc). Responsibility for managing
change is with management and
executives of the organization - they
must manage the change in a way
that employees can cope with it.
The manager has a responsibility to
facilitate and enable change, and
all that is implied within that
statement, especially to understand
the situation from an objective
standpoint (to 'step back', and be
non-judgmental), and then to help
people understand reasons, aims,
and ways of responding positively
according to employees' own
situations and capabilities.
Increasingly the manager's role is to
interpret, communicate and enable
- not to instruct and impose, which
nobody really responds to well.
The Change Problem:
At the heart of change
management lie the change
problem, that is, some future state
to be realized, some current state to
33
be left behind, and some
structured, organized process for
getting from the one to the other.
The change problem might be large
or small in scope and scale, and it
might focus on individuals or
groups, on one or more divisions or
departments, the entire
organization, or one or on more
aspects of the organization’s
environment. In simpler terms, the
change problem can be treated as
smaller problems having to do with
the how, what, and why of change.
Change as a “How” Problem:
The change problem is often
expressed, at least initially, in the
form of a “how” question. How do
we get people to be more open, to
assume more responsibility, to be
more creative? How do we get this
organization to be more innovative,
competitive, or productive? How do
we raise more effective barriers to
market entry by our competitors?
How might we more tightly bind our
suppliers to us? How do we reduce
cycle times? In short, the initial
formulation of a change problem is
means-centered, with the goal state
more or less implied. There is a
reason why the initial statement of a
problem is so often means-centered
and we will touch on it later. For
now, let’s examine the other two
ways in which the problem might be
formulated — as “what” or as
“why” questions.
Change as a “What” Problem:
To frame the change effort in the
form of “how” questions is to focus
the effort on means. Diagnosis is
assumed or not performed at all.
Consequently, the ends sought are
not discussed. This might or might
not be problematic. To focus on
ends requires the posing of “what”
questions. What are we trying to
accomplish? What changes are
necessary? What indicators will
signal success? What standards
apply? What measures of
performance are we trying to
affect?
Change as a “Why” Problem:
Ends and means are relative
notions, not absolutes; that is,
something is an end or a means
only in relation to something else.
Thus, chains and networks of endsmeans relationships often have to
be traced out before one finds the
“true” ends of a change effort. In
this regard, “why” questions prove
extremely useful? To ask “why”
questions is to get at the ultimate
purposes of functions and to open
the door to finding new and better
ways of performing them.
Skills & Strategies Required for
Change Management:
Managing the kinds of changes
encountered by and instituted within
organizations requires an unusually
broad and finely honed set of skills,
chief among which are the
following.
Political Skills:
Organizations are first and
foremost social systems. Without
people there can be no
organization. Lose sight of this fact
and any would-be change agent
will likely lose his or her head.
Organizations are hotly and
intensely political. And, as one wag
pointed out, the lower the stakes,
the more intense the politics.
Change agents dare not join in this
game but they had better
understand it. This is one area
where you must make your own
judgments and keep your own
counsel; no one can do it for you.
Analytical Skills:
Make no mistake about it, those
who would be change agents had
better be very good at something,
and that something better be
analysis. Guessing won’t do. Insight
is nice, even useful, and sometimes
shines with brilliance, but it is very
difficult to sell and almost
impossible to defend. A lucid,
rational, well-argued analysis can
be ignored and even suppressed,
but not successfully contested and,
in most cases, will carry the day. If
not, then the political issues haven’t
been adequately addressed.
People Skills:
People come characterized by all
manner of sizes, shapes, colors,
intelligence and ability levels,
gender, sexual preferences, national
origins, first and second languages,
religious beliefs, attitudes toward
life and work, personalities, and
priorities - and these are just a few
of the dimensions along which
people vary. We have to deal with
them all.
The skills most needed in this area
are those that typically fall under
the heading of communication or
interpersonal skills. To be effective,
we must be able to listen and listen
actively, to restate, to reflect, to
clarify without interrogating, to draw
out the speaker, to lead or channel
a discussion, to plant ideas, and to
develop them. All these and more
are needed. We have to learn to
see things through the eyes of these
other inhabitants of the
organizational world. Part of the job
of a change agent is to reconcile
and resolve the conflict between
and among disparate (and
sometimes desperate) points of
view. Charm is great if you have it.
Courtesy is even better. A well-paid
compliment can buy gratitude. A
sincere “Thank you” can earn
respect.
System Skills:
There’s much more to this than
learning about computers, although
most people employed in today’s
world of work do need to learn
about computer-based information
systems. For now, let’s just say that
a system is an arrangement of
resources and routines intended to
produce specified results. To
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organize is to arrange. A system
reflects organization and, by the
same token, an organization is a
system.
There are two sets of systems skills
to be mastered. Many people
associate the first set with
computers and it is exemplified by
“systems analysis.” This set of skills
predates the digital computer and is
known as “systems engineering.”
The kind of system with which this
skill set concerns itself is a “closed”
system which is a mechanistic or
contrived system with no purpose of
its own and incapable of altering its
own structure. The second set of
system skills associated with a body
of knowledge generally referred to
as General Systems Theory (GST)
and it deals with people,
organizations, industries,
economies, and even nations as
socio-technical systems — as
“open,” purposive systems, carrying
out transactions with other systems
and bent on survival, continuance,
prosperity, dominance, plus a host
of other goals and objectives.
Business Skills:
Simply put, you’d better understand
how a business works. In particular,
you’d better understand how the
business in which and on which
you’re working works. This entails
an understanding of money —
where it comes from, where it goes,
how to get it, and how to keep it. It
also calls into play knowledge of
markets and marketing, products
and product development,
customers, sales, selling, buying,
hiring, firing, EEO, AAP, and just
about anything else you might think
of.
Four Basic Change Management
Strategies:
Strategy Description
Empirical - Rational People are
rational and will follow their selfinterest - once it is revealed to
R E V I E W
them. Change is based on the
communication of information and
the proffering of incentives.
Normative, re-educative people are
social beings and will adhere to
cultural norms and values. Change
is based on redefining and
reinterpreting existing norms and
values, and developing
commitments to new ones.
Power - Coercive people are
basically compliant and will
generally do what they are told or
can be made to do. Change is
based on the exercise of authority
and the imposition of sanctions.
Environmental - Adaptive people
oppose loss and disruption but they
adapt readily to new circumstances.
Change is based on building a new
organization and gradually
transferring people from the old
one to the new one.
Factors in Selecting a Change
Strategy:
Generally speaking, there is no
single change strategy. You can
adopt a general or what is called a
"grand strategy" but, for any given
initiative, you are best served by
some mix of strategies.
Which of the preceding strategies to
use in your mix of strategies is a
decision affected by a number of
factors. Some of the more
important ones follow.
• Degree of Resistance: Strong
resistance argues for a coupling
of Power-Coercive and
Environmental-Adaptive
strategies. Weak resistance or
concurrence argues for a
combination of EmpiricalRational and Normative-Reeducative strategies.
• Target Population: Large
populations argue for a mix of
all four strategies, something for
everyone so to speak.
• The Stakes: High stakes argue
34
for a mix of all four strategies.
When the stakes are high,
nothing can be left to chance.
• The Time Frame: Short time
frames argue for a PowerCoercive strategy. Longer time
frames argue for a mix of
Empirical-Rational, NormativeRe-educative, and
Environmental-Adaptive
strategies.
• Expertise: Having available
adequate expertise at making
change argues for some mix of
the strategies outlined above.
Not having it available argues
for reliance on the powercoercive strategy.
• Dependency: This is a classic
double-edged sword. If the
organization is dependent on its
people, management's ability to
command or demand is limited.
Conversely, if people are
dependent upon the
organization, their ability to
oppose or resist is limited.
(Mutual dependency almost
always signals a requirement for
some level of negotiation.)
How Do You Manage
Change? The honest answer is
that you manage it pretty much
the same way you’d manage
anything else of a turbulent,
messy, chaotic nature, that is,
you don’t really manage it, and
you grapple with it. It’s more a
matter of leadership ability than
management skill.
• The first thing to do is jump in.
You can’t do anything about it
from the outside.
• A clear sense of mission or
purpose is essential. The simpler
the mission statement the better.
“Kick ass in the marketplace” is
a whole lot more meaningful
than “Respond to market needs
with a range of products and
services that have been carefully
designed and developed to
compare so favorably in our
customers’ eyes with the
35
•
•
•
•
products and services offered by
our competitors that the majority
of buying decisions will be made
in our favor.”
Build a team. “Lone wolves”
have their uses, but managing
change isn’t one of them. On
the other hand, the right kind of
lone wolf makes an excellent
temporary team leader.
Maintain a flat organizational
team structure and rely on
minimal and informal reporting
requirements.
Pick people with relevant skills
and high energy levels. You’ll
need both.
Toss out the rulebook. Change,
by definition, calls for a
configured response, not
adherence to prefigured
routines.
• Shift to an action-feedback
model. Plan and act in short
intervals. Do your analysis on
the fly. No lengthy up-front
studies, please. Remember the
hare and the tortoise.
• Set flexible priorities. You must
have the ability to drop what
you’re doing and tend to
something more important.
• Treat everything as a temporary
measure. Don’t “lock in” until
the last minute, and then insist
on the right to change your
mind.
• Ask for volunteers. You’ll be
surprised at who shows up.
You’ll be pleasantly surprised by
what they can do.
• Find a good “straw boss” or
team leader and stay out of his
or her way.
• Give the team members
whatever they ask for — except
authority. They’ll generally ask
only for what they really need in
the way of resources. If they start
asking for authority, that’s a
signal they’re headed toward
some kind of power-based
confrontation and that spells
trouble. Nip it in the bud!
• Concentrate dispersed
knowledge. Start and maintain
an issues logbook. Let anyone
go anywhere and talk to anyone
about anything. Keep the
communications barriers low,
widely spaced, and easily
hurdled. Initially, if things look
chaotic, relax — they are.
Remember, the task of change
management is to bring order to
a messy situation, not pretend
that it’s already well organized
and disciplined.
HOW TO IMPLEMENT CHANGE
IN AN ORGANIZATION WITH
REFERENCE TO THE INDIVIDUAL
CONTEXT:
Culture: Your Environment for
People at Work: People in every
workplace talk about organization
culture, the mysterious word that
characterizes a work environment.
One of the key questions when
employers hire an employee
explores whether the candidate is a
good “cultural fit”. Culture is
difficult to define, but you generally
know when you have found an
employee who appears to fit your
organizational culture. Learn more
about organizational culture.
How to Understand Your Current
Culture: Are you ready to take a
look at the culture that exists in your
organization? Your assessment of
your culture may make you happy;
your assessment may make you
sad. Whatever your culture
assessment teaches you about your
culture, though, your culture is what
it is. To change your culture, to
enhance your culture, to benefit
from your culture, you need to see
and understand your culture. Take
processes, culture, relationships,
behaviors, etc., whether
personal or organizational).
• Understand where you/the
organization is at the moment.
• Understand where you want to
be, when, why, and what the
measures will be for having got
there.
• Plan development towards
above No.3 in appropriate
achievable measurable stages.
John Kotter's highly regarded books
'Leading Change' (1995) and the
follow-up 'The Heart of Change'
(2002) describe a helpful model for
understanding and managing
change. Each stage acknowledges
a key principle identified by Kotter
relating to people's response and
approach to change, in which
people see, feel and then change
(see a more detailed interpretation
of the personal change process in
John Fisher's model of the process
of personal change): Kotter's eight
step change model can be
summarized as:
• Increase urgency: Inspire people
to move, make objectives real
and relevant.
• Build the guiding team: Get the
right people in place with the
right emotional commitment,
and the right mix of skills and
levels.
• Get the vision right: Get the
team to establish a simple vision
and strategy, focus on emotional
and creative aspects necessary
to drive service and efficiency.
• Communicate for buy-in:
Involve as many people as
possible, communicate the
essentials, simply, and to appeal
and respond to people's needs.
De-clutter communications make technology work for you
rather than against.
• Empower action: Remove
obstacles, enable constructive
feedback and lots of support
from leaders - reward and
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R E V I E W
recognize progress and
achievements.
• Create short-term wins: Set aims
that are easy to achieve - in
bite-size chunks. Manageable
numbers of initiatives. Finish
current stages before starting
new ones.
• Don't let up: Foster and
encourage determination and
persistence - ongoing change encourage ongoing progress
reporting - highlight achieved
and future milestones.
• Make change stick: Reinforce
the value of successful change
via recruitment, promotion, and
new change leaders. Weave
change into culture. Change
Management in Fast Changing
Environments:
Planning, implementing and
managing change in a fastchanging environment is
increasingly the situation in
which most organizations now
work.
Dynamic environments such as
these require dynamic
processes, people, systems and
culture, especially for managing
change successfully, notably
effectively optimizing
organizational response to
market opportunities and
threats. Key elements for
success:
• Plan long-term broadly - a
sound strategic vision, not a
specific detailed plan (the latter
is impossible to predict reliably).
Detailed five years plans are out
of date two weeks after they are
written. Focus on detail for
establishing and measuring
delivery of immediate actions,
not medium-to-long-term plans.
• Establish forums and
communicating methods to
enable immediate review and
decision-making. Participation
of interested people is essential.
This enables their input to be
gained, their approval and
commitment to be secured, and
36
•
•
•
•
•
automatically takes care of
communicating the actions and
expectations.
Empower people to make
decisions at a local operating
level - delegate responsibility
and power as much as possible
(or at least encourage people to
make recommendations which
can be quickly approved).
Remove (as far as is possible)
from strategic change and
approval processes and teams
(or circumvent) any ultracautious, ultra-autocratic or
compulsively-interfering
executives. Autocracy and
interference are the biggest
obstacles to establishing a
successful and sustainable
dynamic culture and capability.
Encourage, enable and develop
capable people to be active in
other areas of the organization
via 'virtual teams' and 'matrix
management'.
Scrutinize and optimize ICT
(information and
communications technology)
systems to enable effective
information management and
key activity team-working.
Use workshops as a vehicle to
review priorities, agree broad
medium-to-long-term vision and
aims, and to agree short term
action plans and
implementation method and
accountabilities.
Coping with change :
Success in change, particularly
where professionals are concerned,
turns on the ability to face real
issues in an open enough manner
to allow people to experience a
sense of their own ability to
influence their own destiny and to
cope with the pressures and
uncertainties inevitably generated
by change. Individuals have four
main categories of need amid a
programme of organizational
change. They need intelligible
information. They will probably
37
need to develop new skills, if only
those needed to deal with new
people as colleagues or
supervisors. They will need support
to help them deal with new
problems. First and foremost,
however, is a need for empathy.
Conclusion:
To manage changes effectively
involves the ability to create a new
synthesis of people, resources,
ideas, opportunities, and demands.
The capacity to create systematic
plans to provide for the logistics of
resources, support, training, and
people is central to any programme
of change. People must be
influenced, departmental
boundaries crossed or even
"swallowed up," new ideas must be
accepted and new ways of working
embraced. The politics of the
organization are crucial. Support
must be mobilized, coalitions built,
opposition handled, and bargains
struck. People will need help to
cope with the stress, anxiety, and
uncertainties of change. Continuity
of tradition must be overturned, in
part, as the old is replaced by the
new. Yet continuity and tradition
provide people with stability,
support, and meaning and should
not needlessly be destroyed. The
effective management of
organizational change demands the
resolution of these apparently
conflicting challenges.
References:
www.wikipedia.org
www.change-management.com
www.blonnet.com
www.businessballs.com
•••
Etymology
Management Jargon
A
daptive customization :
The provision of the same
basic product to all
customers, who have the capability
to filter out or alter various
attributes of the item. Adaptive
customization is often used with
internet software.
Balance of trade : The accounts
setting out the results of a country's
trading position. It is a component
of the balance of payments,
forming part of the current account.
It includes both the visibles (i.e.
imports and exports in physical
merchandise) and the invisibles
(receipts and expenditure on such
services as insurance, finance,
freight and tourism).
Buy earnings : To invest in a
company that has a low yield but
whose earnings are increasing, so
that a substantial capital gain can
be expected.
Differential pricing : A method
of pricing a product in which the
same product is supplied to
different customers, or different
market segments, at different prices.
This approach is based on the
principle that to achieve maximum
market penetration the price
charged should be what a
particular market will bear. For
example, the prices charged for
similar motor vehicles in the UK
market have been higher than those
charged in the rest of Europe.
Emotional selling proposition
(ESP) : The unique associations
established by consumers with
particular products. Many car
marquees evoke an emotional
response that ensures their
continual success, even though
other makers offer superior
performance at the same price.
Experience curve : A
relationship between the costs of
production and cumulative output,
T A S M A C
M A N A G E M E N T
showing that efficiency increases
with the repetition of the process. As
experience increases, costs fall,
adding to the competitive
advantage of a firm. This may be a
continuous process as
improvements are regularly made
to the manufacture of a product
over its life cycle.
Feedback control : A method
for controlling the performance of
an “operating system by monitoring
outputs and comparing them with
the system's design parameters.
Because the approach is based on
past activities it is essentially
reactive. Although it may allow
adjustments to be made to avoid
problems in the future, it cannot
avoid the cost of the original
divergence from targets.
Cross-border listing : The
practice of listing shares in a
company on the stock exchanges of
different countries in order to create
a larger market for the shares. This
is a necessary procedure because
the securities houses and
stockbrokers of one country cannot
normally deal through the
exchanges of another. The practice
has led to the creation of
multinational securities houses.
Drop lock : An issue in the bond
market that combines the benefits
of a bank loan with the benefits of a
bond. The borrower arranges a
variable-rate bank loan on the
understanding that if long-term
interest rates fall to a specified
R E V I E W
level, the bank loan will be
automatically refinanced by a
placing of fixed-rate long term
bonds with a group of institutions.
They are most commonly used on
the international market.
Fidelity guarantee : An
insurance policy covering
employers for any financial losses
they may sustain as a result of the
dishonesty of employees. Policies
can be arranged to cover all
employees or specific named
persons. Because of the nature of
the cover, insurers require full
details of the procedure adopted by
the organizaton in recruiting and
vetting new employees and they
usually reserve the right to refuse to
cover a particular person without
giving a reason.
Gap analysis : A methodical
tabulation of all the known
requirements of consumers in a
particular category of products,
together with a cross-listing of all
the features provided by existing
products to satisfy these
requirements. Such a chart shows
up any gaps that exist and therefore
provides a pointer to any new
products that could supply an
unfulfilled demand.
Infant industry : A new industry
that may merit some protection
against foreign competition in the
short terms. The argument in favour
of providing protection, say in the
form of a tariff on imported
competitors' goods, is that it would
provide a period during which the
new industry could streamline its
process and make the necessary
economies in order for it to become
truly competitive will all market
producers.
•••
38
TASMAC - An Update
A Host of Activities At Our Campuses...
TASMAC And BusinessGyan
host - a Panel Discussion on
HR Practices
TASMAC and Businessgyan with
the support of People Scout India
conducted an interactive Panel
Discussion to explore “HR
Practices - The Next Wave” with
an eminent panel of HR
professionals and CEOs in
Bangalore recently.
High growth and quick scaling up
has been the mantra for the Indian
Industry in the last few years. A
growth run that the HR fraternity
had to deal with for the first time in
the history of Indian business. New
issues and challenges had to be
dealt with, lessons have been learnt
and preparations have to be made
for the scenarios yet to unfold. Are
HR Professionals ready for the
HR
PRACTICES
THE NEXT
WAVE
39
future? What are the Practices that
have worked best? What is the
future of Human resources? Many
of these issues were discussed in a
lively manner.
An A+ Rating Once Again
TASMAC sets a record of sorts by
being ranked amongst some of
the finest B-Schools by Business
India the prestigious, most
respected business magazine in
the country.
Business India in its annual
rankings has given TASMAC an A
+ rating for the year 2006 third
year in a row!
UNIVERSITY OF GREENWICH's
PROGRAMS TO BE LAUNCHED
BY TASMAC
The University of Greenwich is
one of the most renowned British
Varsities. It traces its roots to 1890
when it started off as a
polytechnic. The Univeristy has
three campuses, at Avery Hill in
Eltham, Greenwich and Medway
at Chatham Maritime, Kent.
TASMAC is proud to be
associated with this prestigious
University and will soon launch
three post-graduate computer
programs validated by the
University of Greenwich. These
will be M.Sc in Computing,
Computer Systems and
Networking and Enterprise
Software Engineering.
BARONESS BLACKSTONE
VISITS TASMAC
Baroness Blackstone, Vice
Chancellor of the University of
Greenwich paid a visit to our
Pune Campus. Ms Tessa
Blackstone is the Executive Officer
of the institution. The Vice
Chancellor chairs the Academic
Council, the Executive Committee
and Senior Management team.
She was formerly Arts Minister
(2001-3) and Minister of State for
Education and Employment
(1997-2001) in the UK. In 1987
Ms Tessa Blackstone was awarded
a life peerage and in 2001 she
was appointed to the Privy
council. Baroness Blackstone was
very impressed by TASMAC's role
in spreading British management
education in the country.
TASMAC SETS UP ALUMNI
ASSOCIATION
TASMAC has recently decided to
set up a “TASMAC Alumni
Association”. Under the aegis of
the TASMAC Alumni Association,
the following activities will be
conducted:
• Publication of a quarterly
newsletter;
• One mega alumni meet every
year in Pune and other meets
at respective towns;
• Facilitating networking among
members;
• To assist members to be
constantly updated on
knowledge, information,
techniques and skills providing
them a cutting edge in their
careers by conducting regular
training programmes;
• Social get-togethers facilitating
family interaction.
Gradually, we would like TASMAC
Alumni volunteers to help shape
and influence the policies and
direction of the Association. An
Executive Council will be formed
with members elected by the
Alumni. The Executive Council will
TASMAC - An Update
determine the policies and
programs to be carried out by the
Alumni Association in future.
TASMAC ALUMNI BANGALORE
CHAPTER HOLDS ITS FIRST
MEETING
TASMAC Alumni Bangalore
Chapter held its first meeting on
the 1st of March, 2007.
The meeting started with a
Welcome Address by Mr Ravinder
S, who also shared his
experiences on the advantages of
any Alumni.
This was followed by a brief
presentation by Mr Sameer Dua,
JMD, who very aptly gave a
direction to the Alumni by laying
out a proposed Value Statement,
the Vision Statement and the
Mission Statement, which was well
received by the audience. Mr
Sameer Dua mentioned that of all
the TASMAC centers, the
Bangalore center was the first one
to create the Alumni and
complemented the audience on
their initiative and also went on to
add that he would encourage the
other centers too to form such an
Alumni. He expressed his intention
of having a central Alumni with all
centers in various cities forming
local chapters and linking to the
central Alumni, with a once-in-ayear mega National Alumni
meeting. At this stage, the rest of
the meeting was handed over to
the prospective alumni members
to take things forward. Mr Sanjay
Dugar then went on to describe
how Alumni has played a very
important role in his career. He
also requested the
audience present to
spread the information
to all their colleagues
and get them to also
be a part of the
Alumni..
FLAVA
Students of TASMAC
conducted their intra
collegiate festival,
FLAVA on Sunday,
11th of March 2007.
The fest aims at
improving the
management skills tremendously.
It also aims at helping students
discover each other and their
creativity through interactive,
intellectual and fun based events.
Flava kick started with event
“Industry meets Students”.
Distinguished guests, Mr Satish
Kumar, Regional Director, Aviva
Life insurance, Mr Sandesh
Kumar, Manager, E&Y Ltd. And
Mr K.I. Jojo, President, Nandi
Toyota presented their views on
the topic `How much
Management school knowledge is
relevant and useful in improving
company performance?'
`Product Launch' was an event
where the students were given a
real work scenario where they had
to launch the product. The
evening had all the fun based
events like fashion show, singing
and group dance followed by a
musical night. Flava ended with
crowning of Mr TASMAC and Ms
TASMAC as well as Mr Flava and
Ms Flava. Arun Devayya was
chosen as Mr TASMAC
and Ms TASMAC was
Neha Malhotra. Mr
Flava was Chirag
Gosalia and Reshmi
was Ms Flava.
BLITZKRIEG 2007
“THE LIGHTNING
WAR”
`Blitzkrieg' is the extra-
T A S M A C
M A N A G E M E N T
R E V I E W
curricular fiesta of TASMAC Pune
blended with cultural and sports
events to rejuvenate students
every semester. The dynamic
opponents, Bravehearts led by Mr
Neeraj Kumar and Gladiators led
by Mr Ankit Paul entered the
lightning war understood as
Blitzkrieg.
Amlan and Sharmin anchored the
event. The cultural evening
commenced with a dance event
initiated by Disha, Preeti Motwani
and Navneet Saini. This was
followed by another fabulous
group performance by Sharad
Shroff, Sharmin and Falguni
Dave. Solo performances were
given by Ankit and Sharmin which
were also terrific. Next there was
a singing event where Neeta,
Amlan, Edlyn, Rajesh, Manik
stunned the audience by
displaying their talents.
The real highlight of the evening
was the fashion show. The fashion
choreographer for this event was
Sharmin. All the participants
simply stunned the audience with
their glamorous looks. They
walked down the ramp graciously
in pairs and answered the
questions thrown by the judges
confidently. Ankit Paul and Edlyn
were announced as Mr and Ms
TASMAC respectively.
•••
40
Adding to your Assets
with Integrated Organisational
Soft Skills Training Solutions
A value-driven and result-oriented approach to motivation and
growth that translates every performance into success.
TASMAC Management Training Resources
Our Clients
Our solutions include
l
TTIs Behavioral Assessments
l
Customised Behavioral Training Interventions
l
Dives Consulting's Call Centre Training
l
Executive Search (T.E.A.M.S. Division)
l
Coaching & Mentoring
Apollo Hospitals, Akzo Noble India, Bajaj Tempo,
Bind View, BPL, C-DAC, Cummins, Crisil, Clariant,
Deepak Fertilizers, Deepak Nitrite, Finolex
Cables, Fluent, IBM, ICICI, IDEA, J&J, Kale
Consultants, Kanbay, KPIT, Mahindra BT, Mastek,
Nyati, P&O Nedloyd, Sekurit Saint Gobain, Tata
House, Tata Johnson Controls, Tata Motors, TCS,
Thermax, Veritas, Winsoft, Zensar, to name a few.
Over 50 BT 500 companies are our clients
We look forward to delivering value to your organisational developmental efforts.
Contact Jacob at
TASMAC Management Training Resources Pvt. Ltd.
407, A Wing, Clover Centre, 7 Moledina, Pune - 411 001
Tel.:+91 020 26134991 / 26050706 E-mail : [email protected], [email protected]
41
Book Review
A Valuable Lesson for Managers
first chapter, he gives a brief outline
of the Irish economy and how its
development has influenced
management and change.
In Chapter two he identifies the
main drivers for change and the
variety of organizational responses
to those influences while Chapter
three looks at the main approaches
and techniques organisations use in
responding to change.
DEALING WITH CHANGE
By Tom McConalogue
A
s in life, so in business; the
only constant thing is change.
It is imminent in the progress
and development of organisations
and those who don't adapt to
change, eventually lose to
competition. The author, Tom
McConalogue sets out in this book
to educate managers on the critical
factors in anticipating and
managing change.
The three main questions the text
seeks to answer are;
a) What kind of change are
organisations experiencing and how
are they responding?
b) What has helped and what has
blocked them from managing
change in the past?
c) What are the pre-requisites for
companies in anticipating and
managing change for the future?
The author draws his examples
against the back-drop of external
environmental factors such as the
global economy, future growth,
historical responses to change and
current and future responses. In the
T A S M A C
M A N A G E M E N T
Chapter four identifies the main
blocks to change and how those
blocks can be better managed,
while Chapter five reports
conclusions on how organizations
could better manage change and
outlines the lessons that still need to
be learned. Finally, Chapter six
looks to the future of organisational
change and change management.
CHANGE EFFORT
Most of the managers who were
interviewed for this survey identified
their organizations as experiencing
significant external forces for change
and felt that they were making
substantial responses. The data
suggests that the main focus of
change is on restructuring,
upgrading technology and
introducing new strategies, it is
worth observing that these are often
vehicles for matching the
competition and responding to
customer demands for improved
service, quality or product range.
Most change efforts are ultimately
designed to change the culture of
the organisation, so that it is in a
better position to respond to the
future demands of major stakeholders, whether customers staff or
suppliers.
what you see), there is little doubt
from the survey that, although a
great deal of successful change is
managed through the middle
management levels, it is led mainly
by senior management.
Sometimes it is achieved through
inspiring people with a vision for the
future and sometimes by
dramatising the problems so that a
“burning platform” is presented,
where there is little option but to
change.
The author also points out that
many organisations embark upon
change not because they want to
but because they have to in order to
stay healthy and avoid decline. He
has surveyed and examined the
external driving forces and the
internal responses to change. Most
organisations, over time, develop
the skills to manage incremental
growth, which has traditionally been
sufficient to facilitate their evolution
towards maturity.
However, the author suggests that in
times of turbulence and accelerated
change, most organisations must
learn new strategies and skills for
dealing with the current level and
speed of change.
The pathology of organisations that
have managed transitions or been
rescued from decline has gone
some way to educate managers on
the need to develop a capacity to
make rapid adjustments to the
environment. However, other
managers have yet to learn that in
today's conditions you either
anticipate and manage change or
you wait for the inevitable crisis that
will force you to change in ways that
may limit your options.
Excerpts from the book:
CHANGE INITIATION
What drives change? This is a
subjective issue (where you stand is
R E V I E W
Critical Factors in Successful
Change
1. Leadership at the top and
management in the middle
42
Book Review
2. Quality communication at all
levels
The Role of leadership in Change
• Creating a compelling vision or
dramatising the crisis
• Energising the staff/shareholders
/customers for the process
• Focusing people on the longerterm needs of the business
• Developing and declaring a new
strategic intent/long term
objectives
• Acting as a standard bearer or
champion for the process
• Encouraging and recognizing
people's effort and results.
Tom McConalogue PhD, MscOD
is an independent consultant who
spends some of his time working
with organizations that are
managing structural, strategic,
systems and culture change. His
background is in human resource
management and his professional
training is mainly in the behavioural
sciences. He completed a Masters in
organization development (OD) at
Pepperdine University, and his PhD
in organization change at Bath
University.
His current interests include working
with organizations that are
managing organisationwide and
participative change, and helping
managers to develop their skills and
make adjustments to their work
style.
•••
NEW RELEASES
43
1)
MEN OF STEEL
Sanghvi, Vir
Roli
2)
TURNAROUND EXCELLENCE
Maheshwari, Sunil Kumar Penguin
3)
DATABASE SYSTEMS
Rob & Corond
Thomson
Tasword
Tasword, an academic crossword, is entirely a compilation by the students of TASMAC and the editorial team.
It is subject oriented, thematic and in this issue, is based on Finance.
3
2
1
3
4
4
5
2
6
5
6
7
11
9
8
8
10
10
11
12
7
14
13
Down
Across
9
1.
The total available capital in a nation (7,5)
1.
2.
Involuntary payment of money to government- not
necessarily for goods or services (3)
Legally established maximum price for a good or service
(7,5)
2.
The sacrifice of one economic goal to achieve some other
goal (5,3)
3.
A rise in the general level of prices in an economy (9)
4.
An exclusive right given to inventors to produce/sell a
new product for 20 years (6)
3.
An ownership share in a corporation (5)
4.
The gain realized when securities or property is sold for a
price greater than its cost (7,4)
5.
Profits of the corporate have nose-dived this ________ (6)
5.
A tax imposed by a nation on an imported good (6)
6.
Common currency unit used by 12 European nations
(4)
7.
An organization that employs resources to produce
goods or services for profit (4)
8.
Cost of living ________ (5)
8.
It's a ____ win situation for India's economy (3)
9.
Gross domestic product adjusted for inflation (4,3)
9.
Human-made resources used to produce goods and
services (7)
10. The Stock Markets in India and China are clearly on the
________ (4)
10. There's still a huge deficit between national income
and expenditure (3)
11. A natural, human or manufactured item that helps produce
goods and services (8)
6.
The sensex has clearly ____________ skywards (6)
7.
It clearly is a _________run in the markets (4)
11. _________ market economy is what we are moving
towards, at last (4)
12. There is a million on the ________ of this giant
corporate (7)
13. This phase of India's __________
(7)
is easily its best
14. _______ of living seems to be going over the hill (4)
T A S M A C
M A N A G E M E N T
R E V I E W
44
INTERFACE
Dear friend,
We welcome you to interact with us in any way convenient to you, and would appreciate your time to go through this
page, fill it and return it to us. We will make sure that one of us gets back to you as soon as possible. Thank you for
your cooperation.
Head : Academics
£ Please send me the detailed prospectus of your programmes for my information.
£ We would like to participate in your placement programme. Please have your Manager : Placements
contact us as early as possible.
£ We would like to visit your £ Pune / £ Bangalore / £ Kolkata Campus for a Pre-Placement talk.
£ We would like to know more about your students. Please send me your Placement Brochure.
£ I would like to deliver 'The CEO of the Month' Lecture in your £ Pune / £ Bangalore / £ Kolkata Campus.
£ I would like to deliver a guest lecture at your £ Pune / £ Bangalore / £ Kolkata Campus on the topic :
_____________________________________________________________________________________________.
£ I would like to contribute an article for the forthcoming issue of TASMAC MANAGEMENT REVIEW on the
topic :
______________________________________________________________________________________________
£ My comments on the current issue of TASMAC MANAGEMENT REVIEW.
______________________________________________________________________________________________
______________________________________________________________________________________________
£ I recommend the following to be included/changed in TASMAC MANAGEMENT REVIEW.
______________________________________________________________________________________________
______________________________________________________________________________________________
Name : ______________________________________________________________________________________
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Signature
: _____________
Date : __________________
Please send this form to TASMAC House, Tasmac Road, Vimannagar, Pune - 411 014.
KNOWLEDGE BASED BUSINESS
SOLUTIONS
TASMAC builds on its solid
knowledge platform to
partner with industry &
business in pursuing
solutions to the complex
issues & problems of the
modern business.
Management Development
Programmes
Today's rapidly changing business scenario
necessitates on the part of business
managers, continuous up-gradation of
knowledge, skills, thought processes and
perspectives. To enable industry to keep
abreast of the latest global developments in
Management science and their application
for the betterment of the business, TASMAC
Consulting designs, develops and conducts
Management Development Programmes
customized through pre-programme
meetings with senior managers and key
personnel in the client organizations.
Management Consulting Services :
Management consulting services to help alleviate constraints
and/or enhance effectiveness in the following areas of
operations.
Corporate :
Corporate Governance
Corporate Strategy
Change Management
Business Process Re-engineering (BPR)
Functional Level : Marketing and Sales Management
Logistics and Supply Chain Management
Human Resource Management
Finance Management
Change Management Process
As India Inc prepares itself to enter an exciting phase of enrichment and growth,
one name makes sure it will never be found wanting in the right formula for success…
CONSULTING
CORPORATE OFFICE AND PUNE CAMPUS :
TASMAC House, TASMAC Road, Viman Nagar, Pune - 411 014 (India).
Tel. : +91 (0)20 65003871/65003872/26632456/26632893/65263534/65001431, Fax : +91 (0)20 26632362
E-mail : [email protected] Website : www.tasmac.ac.in/wales
T A S M A C
M A N A G E M E N T
R E V I E W
pratisaad.com 07\09\11472
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