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NASSCOM
India
Leadership
Forum2008Creating
Sustainable
Change
through
OrganizationalAlignmentand
ManaginganIncreasingly
DiverseWorkforceTo
protect
the
confidential
and
proprietary
information
included
in
this
material,it
may
notbe
disclosed
or
provided
to
any
third
partieswithout
the
approval
of
HewittAssociates
LLC.February
18,2008HewittHewittConsultingCommitment:Dowe
have
leadershipcommitmentandstakeholdersupport?Capability:Do
we
have
the
resources
and
capabilities
to
achieve
this?Communication:How,what
and
when
should
we
communicate?Consequence:Arewemeasuringandrewardingdesired
behavior?
Culture/Org.:Whatcultural
nuancesshouldwetake
intoaccount?Business
Events
have
Huge
Change
Management
ImplicationsReducescosts
andassociatedresourcesRealignsautomatestransactionsGlobalExpansionSources
newbit
teragcosarforTransactionsRestructuringRealign
unitsforbetterlting
HewiltutsitonewOutsourcingTransitionsservices
andtransactions
toPost
MergerAlignmentCombines
twolegacyCostTechnologyOptimizationImplementationTransformation&ExpansionChange
inOwnershipAltersownership,Innovation&GrowthFocuses
onpriorities
ofoperations
andmarketsortalentfortop-line
growth
orgeneratingnew
ideasand
productsorganizationsperformancedeliverablesapplicationportfolios,to
realizesynergiesexternalproviders&qualityChange
challenges/riskscompanies
typically
experienceRecommended
best
practices·Define
success
as
“get
the
technology
up”,instead
of
defining
success
as
"end-usersadopted
desired
behaviors'·Ensure
project
team
and
sponsors
define
success
as
behavior
change·Clearly
define
desired
behaviors
(e.g.“stop/start/continue”doing)
·Define
and
track
metrics
indicating
adoption
of
desired
behavior·Develop“consequence
management”plan
to
encourage
desired
behaviors
anddiscourage
unwanted
behaviors·Stakeholders,especiallymanagers,areresistanttothe
change
(e.g.usingwork-arounds
or
continue
to
use
old
system),orhave
emotional
reactions
to
the
change·Conduct
a
stakeholder
analysis
to
understand
which
and
how
employees
are
impacted,theirconcerns,howtobest
address
those
concerns·Develop“what's
in
it
for
me”messages
tailored
to
managers
and
other
key
stakeholder
groups·Conduct
workshop
to
support
"personal
transitions"·Develop
tailored
and
timely
2-way
communications·Insufficient
engagement
from
sponsors
andleaders·Develop
strategy
for
involving
sponsors
and
leaders
in
leading
the
changeandholdingthem
accountable
for
the
resultsProvide
sponsors
and
leaders
with
on-boarding
and
skill-building
sessions
·Hold
regular
check-ins
with
sponsors
and
leaders·Insufficient
Change
Management
capabilityand/or
resources
on
client
team·Outline
the
role
and
required
skills
of
Change
Team
members
and
select
and
fully
staff
based
on
the
role
profile(s)·Provide
Change
Team
with
on-boarding
and
skill-building
sessions
·Hold
regular
reviews
of
change
management
lessons
learnedChangeChallengesClientsTypically
FaceduringTransformationHewittConsultingHewiltCommitment●
“It
is
the
right
thing
to
do”“We
will
succeed”Adaptation“Train
is
leaving,Ibetterget
on"“It's-hard,but
we
ean-Withdrawal·“I'll
do
what
isnecessary
tosurvive"Departure“This
is
not“Change
isexciting”takingaboldstep"Fear/uncertainty·“Whatdoesthismeanfor
me?·
“Whatare
my
priorities
now?”Paralysis·“I
can't
actwith
all
this
uncertainty"·“Myhighest
priority
isTimeThe
Human
Dynamic
inChangeHewitt
Hewittoganzalowomenunto
stay
on
top
oftheintegration
news"something
I
wantto
be
part
of”“Ourcompany
isEarlyeuphoriaConsultingdo
it"COOKIKC
F
O
PEA
UH
A
E-ESUREmCEEEHTNLLATNT-AFAFRARMGLiidTHE
TNEHCHTL4ANCnAEFDH
010UA.AAAGLUAHHewittConsultingLCJELE
AsAwicEHewilt5AHUPNQR
HLHmTUESELH5ADEngaging
EmployeesAcross
DiverseGeographiesNational
Culture
OrganizationalCulture
i
ting
HewiltutonsewFamilyWorkSchool·Align
programs,—Create
a
consistent—Reward/reinforce
the
rightbehaviors·Sell
the“What'sinitforme?”—Motivate
employees
withthe
right
messages—Give
employees
a
reasonto
care·Sustain
employee
behavior—Keep
the
brand
alive—Actively
measure
andmanage·Brand
the
culture—Re-defi
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