MU0018-SLM-Unit-14

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Change Management Unit 14

Sikkim Manipal University Page No. 296

Unit 14 Change Management During Turbulent Times

Structure:

14.1 Introduction

Objectives

14.2 Trends Affecting Organisation Design

14.3 Major Contextual Factors Affecting the Conduct of the Business

14.4 Implications for Organisation Design

14.5 Managing Change during Turbulent Times

Setting clear expectations

14.6 Strengthen Relationship and Maintain Lines of Communication

14.7 Summary

14.8 Glossary

14.9 Terminal Questions

14.10 Answers

14.11 Case Study

14.1 Introduction

After studying the previous units, you are familiar with the concepts of role of

change agents. We have also studied the role of internal consultant, the role

of organisational management and the skills that are required for the role of

change agent. It also makes us to understand the human resource

development in managing change.

Everyone live in turbulent times. The word turbulence began when applied

to corporate change. Turbulence is defined as disorder, violent agitation,

and irregular movement and not stable. According to 1Professors Paul Nautt

and Don Schon turbulence is the absence of clear and stable path, no

guideline to propose and achieve resolutions. In simple terms turbulence is

not easy to understand. It results in disorder or uncertainty, which often

results in lack of clear understanding about the organisation. Thus

turbulence is not affected by any external factors in the environment. In fact,

turbulence plans itself by imposing formal procedures and makes them toget exposed to unexpected changes.

1www.emeraldinsight.com/journals.htm?articleid=1697169&show=pdf

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This unit mainly concentrates on the trends that affect organisation design,

the major contextual factors that affect the conduct of the business, theimplications for organisation design. It also describes how to mange change

during turbulent times, to set clear expectations and to strengthen

relationship and to maintain the lines of communication.

Learning Objectives

After studying this unit, you should be able to:

explain the trends affecting organisation design.

discuss the major contextual factors that affect the conduct of business.

discuss the implications for organisation design.

explain how to mange change during turbulent times and set clear

expectations.

explain how to strengthen a relationship and to maintain the lines of

communication.

14.2 Trends Affecting Organisation Design

An organisational design is formal guided process for information and

technology and integrating various resources such as tasks, and employees

within the organisation. Organisation design is used to match and achieve

the organisation form as expected. The probability of achieving success is

more through the organisation process. Here managers and the members in

the organisation work together to achieve the organisation needs.

Organisation design supports the organisation's structure with its mission.

This implies it should maintain the complex relationship between the tasks,

workflow, duty and authority and to ensure that all support and achieve the

objectives of the organisation. A good organisation design creates the

environment to work effectively. It also assists the organisation in

communication, productivity and innovation.

In the absence of the organisation design or in case of poor organisation

design, an organisation cannot give effective performance even if the

organisation consists of best mission, people and leadership. Most of theproductivity and performance related issues are traced back to poor

organisation design.

For example, in an organisation, the production and sales department work

as different units, they need to communicate with each other to know about

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customers needs but they are not allowed to communicate as a result the

organisations performance comes down.The work done, business processes, information sharing all these factors

directly affects the performance of the organisation. All these factors are a

part of organisation design and each factor is important for an organisation

to be successful.

It was noticed that a report entitled the changing business affects the

industry, lifestyles and social structures that also affects organisations

environment such as the strategies, structures, employment practices, and

the way the organisation functions and are required to work with change.

The major trends affecting organisation design are shown in the figure 14.1and listed:

Figure 14.1: Major Trends Affecting Organisation Design

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Trends affecting organisation design:

Decline in the traditional family forms. Increase in choice of home, work and leisure.

Increase in the mobility of individuals regarding residence, working and

personal relationships.

Increase in variability in personal identities due to the increase in

mobility and transient working arrangements, personal relations and

leisure.

Increase in freedom from traditional obligation leads to more self

centeredness, dissipation, self-indulgence and hedonistic psychologies.

Insecurity, lack of confidence due to anxiety and risk are the high threat

faced by the organisation. Focus on individuality and self-interest leads to personal creativity giving

rise to innovative organisation.

Increase in the international division of labour with higher global

separation between underdeveloped economies and the developed

economies.

Increase in the ability of information and communication technologies

leads to the refusal of traditional form of organisation that includes public

sector and organisations.

Increase in genetic engineering to control the pattern of reproduction,

technology to improve health both physically and psychologically. Increase in socio-economic inequality divergence in cultural, education

and material living standards.

These changes that are mentioned above have an impact in reaching the

nature and design of the organisations across the globe. Thus, these trends

provide the directions to organisations to move in order with the changing

environment and to support the utilisation of information technological

revolution across the globe.

Self Assessment Questions

1. ______________ supports the organisation's structure with its mission.2. Insecurity, lack of confidence due to anxiety and risk are the high threat

faced by the organization. (True/False)?

3. A Socio-economic inequality decreases divergence in cultural,

education and material living standards. (True/False)?

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Activity 1:

Suppose you are hired as a consultant for a traditionally managed Textileand Apparel company. Make a list of trends that can affect the change in

the organisation.

(Hint: Figure 14.1 Major trends affecting Organisational design)

14.3 Major Contextual Factors Affecting the Conduct of the

Business

Globalisation allows the forces to affect the performance of business and

the nature of organisation involved in productive pursuit. These expansions

have led to re-examination and redefinition of the organisation design

principle.

The major contextual factors are:

Organisation deconstruction.

Distributed Intelligence.

Technological connectivity.

Creative destruction.

Disruptive innovation.

Knowledge workers.

Leveraging knowledge.

Social responsibility of business.

Social architecture.

Clash of cultures.

Organisation deconstruction

The significance of the concept of traditional organisation more exists in the

post-industrial world. The post-industrial social order is the process of

transition from a mechanistic, stable and systematic viewpoint to initiate on

the complexity, knowledge and change.

There is a fundamental change in organising the organisation and an

organisation. The organisation is not limited within a border that is separated

from its constituents in its environment. To achieve the objectives of an

organisation the suppliers, vendors, outsourced business processes and

customers are increased and are made as partners. To attain maximum

individual gain at the price of other partners as the whole cost of an

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organisation as lost its accuracy. To achieve a common goal all the partners

in the organisation work effectively together. It is been noticed that theconcept of organisation as undergone change. The geographical space is

no longer a restrictive factor for the growth and expansion of the

organisation. It is seen that the geographical space is assisted through

instant coordination and control of information. The decision making and

real time distributed action have become an order for the day, due to this the

stable organisation have become unstable. The deconstructed organisation

thus is less open to command and control mechanisms.

Distributed intelligence

The domain of operations increases as the organisational space gets

distributed; the workers replace manpower with traditional skills and thebase of the information is enlarged. To make knowledgeable decision that is

essential for an organisation the required information gets extremely

distributed among the members of domain in the organisation. By grouping

together the views, ideas, opinions and perceptions of all the relevant

members in the organisation the distributed intelligence are converted into

collective intelligence. Due to this process of convergence the organisations

learn to create knowledge and utilise it for rethinking strategies and systems

and processes have also brought constant improvement.

Technological connectivity

All over the world, organisations and individuals make the best use of IT in

designing processes, in generating and using knowledge. Latest technology

and new developments are increasing rapidly beyond their area of products

and services. The IT revolutions have changed the way we work. The work

carried out is instantaneous and global. New forms of communities and

interaction are emerging. Many people use cell phones, emails are sent in

abundant and Google searches are done everyday. Geography is no longer

restricted on limits of social and economic organisation.

Creative destruction

Global competitive pressures, emerging economies, saturated markets anddemanding customers are crisis faced by all organisations. The concept of

industrial era fails to give a solution to the emergent problems. The structure,

system and processes that were functional to the environment have

survived their utility. In the changed circumstances, organisations have

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choice instead of systematically destroying the process they had. It is hard

to destroy the process that was created by the organisation and achievedsuccess rate, since new process have to be created. Thus Creative

destruction means to destroy the old structure or edifice and create a new

structure. For the support of organic-non-hierarchical structures the

mechanistic-hierarchical structure are destroyed and external customer

focus are replaced instead of internally focused systems and processes.

Disruptive innovation

Through disruptive Innovation the organisations gain competitive advantage.

The disruptive Innovation is a business model that aims significantly to

transform the demands and requirements of a mainstream market and thus

disrupting its former members. It introduces the product and services thatare required for the emerging market or organisation. Some quality

performances of the products are not acceptable by the mainstream market.

The performance of the product is tested in the emerging or niche market

and the organisation expands its customer base by creating new niche

markets. Understanding a product increases as it influences the sensitivity

of its value in the mainstream markets. The change in the mainstream

markets view acts as a medium to enable the innovation to disrupt and

replace existing services, mainstream products or business models.

For example, the digital communications and transmissions are disrupting

analogue communications and transmission. The mainframe markets are

disrupted by desktop computers.

Knowledge workers

Knowledge workers are the individuals who are valued for their ability to act

and communicate with knowledge within a specific subject area. They

always advance the overall understanding of that subject through focused

analysis, design and development.

The subsequent pressure to raise the productivity of knowledge workers and

the qualitative change in the nature of workforce requires a shift in the work

structure. Production equipment is the primary skill of manual worker. Tomake the manual workers or the employees to be productive the production

equipment are used as a task management and industrial engineering by an

organisation. Manual workers are usually assigned a task and each

knowledge worker possesses individual strengths and needs to have a total

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responsibility for the task, and should be able to manage themselves. The

knowledge workers are viewed as capital asset and manual workers areviewed as costs to be controlled and reduced. This makes the organisations

to develop new performance measures and new strategies.

The industries highlight the need for retaining well-trained talent due to the

shift the knowledge-intensive. This leads to the integration of global labour

markets. For most of the organisations global labour and talent strategies

have become important as global sourcing and manufacturing strategies.

Leveraging knowledge

The access to information anywhere and everywhere is changing the

economies of knowledge. The Knowledge is more and available, at the

same time it is focused. The manifestation of knowledge is the rise of search

engines such as Goggle that has Infinite amount of information available

immediately. To access the knowledge has become universal, but the

transformation is much more reflective than the broad access to the

knowledge.

The economy is uncertain, and knowledge is the only lasting source of

economical advantage. The shift in markets makes the technologies grow,

products are outdated and competitors multiply, to be successful the

organisations constantly create new knowledge, circulate it throughout the

organisation and quickly represent it in new technologies and products.These activities define the knowledge-creating organisation, and their

exclusive business is continuous innovation.

The new models emerging are knowledge production, access, distribution,

and ownership. Individuals are not responsible for innovations; there as

been a rise of open-source approaches in knowledge development as

communities responsible for innovations. Knowledge production is rising

worldwide. The organisations need to leverage or control the new

knowledge creation else there is a risk in drowning of too much information.

Social responsibility of business

As the businesses are global, this results in the mega-corporation that has a

wide range of implications for the legitimacy in organisations that they

operate. The mega-corporations are under inspection by societal and

regulatory mechanisms. Certain people do not accept the present

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organisation concerns of shareholders value, free trade, intellectual

property rights and profit repatriation. There is a threat to global operatorsby the scandal, environmental misfortune, value-conflict and clash of ethical

standards. Thus the business leaders are forcefully required to argue and

demonstrate the intellectual, social and economic case for business in an

organisation and the contributions to social welfare.

Social architecture

Social architecture that is suitable for the organisations should be developed

to connect and synthesise a wide range of unexpected organisational and

contextual forces that are impacting on performance of organisation.

In a comparatively stable environment, the social architecture of

organisation is regarded as ordered arrangement of parts with fixed

positions and roles. The social architecture has to be flexible and adaptive

to emerging concerns as organisations are functioning within a disorganised

environment with complex set of factors.

The organisations with complex systems are governed by a set of principles

that are qualitatively different from those of the simple system with inherent

order.

Organisation needs to constantly reposition and self-organise themselves

with the chaining configuration of environmental forces. Through emergent

structures, process and behaviour the complex systems get adjusted oradapted to the changes in an organisation.

Clash of cultures

The integration of diverse organisational cultures has emerged as a major

concern part due to the increasing trend towards mergers and acquisition of

corporations at the global scale. Outsourcing of business processes in

different parts of the world brings cultures together with various norms,

orientations and practices.

The organisations achieve synergy if the inter-cultural issues are resolved

and the relationships are managed. To attain the achievement towards acommon purpose the strategic alliances and private-public joint ventures are

required to integrate the district organisational cultures.

Various cultural norms and practices have to be managed to understand the

purpose for which organisations go into partnership arrangement. Culture

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provides the direction to responses of organisation members, it also

influences the management processes such as monitoring and controlperformance appraisal, information sharing norms, the like and work

standards. Cultural differences are essential as a significant factor in

developing right designs of an organisation.

It is very important for organisations to incorporate the above mentioned

concerns in the design of structure, process and culture. There is no

particularly best way to respond to the emerging realities suitable options

are necessary to be generated by organisations to develop such designs as

that enable them to gain and maintain economical benefit.


4. Globalisation has freely allowed the forces to affect the performance of

business and the nature of organisation involved in productive pursuit.

(True/False)

5. The post-industrial social order is the process of transition from a

mechanistic, stable and systematic viewpoint to initiate on the

complexity, knowledge and change. (True/False)?

6. All over the world, organisations and individuals make the best use of

IT in designing processes and in generating and using knowledge

(True/False)?

7. ___________ means to destroy the old structure or edifice and create

a new structure.

8. The ______________ is a business model that aims significantly to

transform the demands and requirements of a mainstream market and

thus disrupting its former members.

9. The integration of diverse organisational cultures as resulted in a minor

concern part due to the increasing trend towards mergers and

acquisition of corporations at the global scale. (True/False)?

Activity 2

Visit any organisation and make a list of factors that affect the conduct of

the business.

(Hint: Contextual factors)

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14.4 Implications for Organisation Design

The focus of organisation design theory needs to continuously expandbeyond the boundaries of the single firm and multi-firm networks to include

the community based organisation design and is the main implication for

organisation design. The identification and description of designs that

develop combined behaviour among firms without restricting the ability of

the individual firms and to continuously compete within their own

marketplace should be the goal for organisational design. One definite

framework that addresses inter-firm behaviour according to 2Dyer and Singh

are four potential sources of inter organisational competitive advantage they

are relation-specific assets, knowledge-sharing routines, complementary

resources and capabilities and effective governance.The role of community facilitator is the second implication. The

organisations core activity system is not activated by the facilitator but the

facilitator creates and maintains the conditions under which the

organisations survive and grow. The final implication is the anticipation of

future organisational forms to identify the function and characteristics and

plan for their arrival. By exploring the potential and limits of the current

organisational forms, the anticipation of new organisational forms is

approached and the newest form of organising the community-of-firms

model requires to be scanned.

For example, a collaborative community of firms is a powerful means of

producing a wide range of innovative products and services based on a

single technology.

Many organisations are experimenting innovative approaches to structure,

systems, strategy, resource allocation and human resource management

but they have not found a way for the organisations to tackle the turbulence

in the environment. Many forms are evolving as organisations explore to

feasible options to withstand pressures of change. All these have resulted in

the development of new perspectives on management necessitated by a

typical shift in the world of business.

2http://books.google.co.in/books?id=UkHHEXoDJmMC&pg=PA16&dq=implications+for+organisation+de

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The various aspects of organisation that are affected by the emergent

principles of design are shown in the table 14.1:Table 14.1 Emergent Principles of the Organisation Design

Aspects Conventional Principles Emergent Principles

Vision Stable for a longer period Shifts over a shorter time span

Strategy Top down/planned Bottom-up/evolving

Systems Control focused Responsiveness focused

Structure Pre-determined/fixed Emergent/flexible

Culture Strong/monolithic Weak/pluralistic

People Organisation/full-oriented Individual/part-oriented

Due to the uncertainties in the environment and the result of frequent shiftsin technological breakthroughs and market condition the envisioning

process and the articulation of mission requires a shorter time span. To

continuously build the gap between strategies and their execution, the

planned/top down approach is supplemented else it is replaced by bottom-

up approach with active involvement of employees. Thus strategies develop

from the experiences and implicit knowledge of organisation members.

The systems and processes are developed to improve responsiveness to

the changing conditions rather than to regulate and control the behaviour

tightly. The systems are based and guided on principles of self-direction and

self-regulation. The structural forms apart from being fixed with positions

and roles are also allowed to emerge in response to the changing work

demands and stakeholders expectations. The structure has self organising

properties, shared responsibilities and in-built flexibility with interchangeable

roles. The organisations are made to function in multiple socio-cultural

environments with different groups of technology, work practices, standards

and values. Professional, cultural demographic and social ecological

differences necessitate the development of pluralistic culture, essential for

synergising creative potentials required for diversity.

The conventional design was based on the condition that the needs of thepeople should be supportive to the needs of the organisation. The

employees in the organisation should put effort for the welfare of the

organisation. The organisation has a small and limited responsibility to the

human resources. The emergent principle is based on the idea that the most

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valued asset of the organisation is human capital that enables the

organisations to gain and maintain economical advantage. Thus theorganisation should have a strong focus on the welfare of their human

resources in the area of their work, employability, leisure, family and

community on the whole. As a result the major areas of concern for

organisations are that the development of personality and multi-faceted

approach that should satisfy the employees.


10. To continuously build the gap between strategies and their execution,

the ____________ is supplemented else it is replaced by bottom-up

approach with active involvement of employees.

11. The _____________ was based on the condition that the needs of thepeople should be supportive to the needs of the organisation.

12. The emergent principle is based on the idea that the most valued asset

of the organisation is human capital that enables the organisations to

gain and maintain economical advantage. (True/False)?

Activity 3

Visit an organisation and collect information about principles and

implications of the organisation.

(Hint: emergent principles)

14.5 Managing Change during Turbulent Times

Due to an unhealthy economy, all of us are working in turbulent times and

organisations are under deep pressure, and reacting with aggressive

thriftiness measures such as reducing, restructuring, rescheduling, and

merging with competitors or strategic alliances. They are also closing

unprofitable facilities, moving managers to open work environment from

private offices.

Effective working is very important when few employees are present in an

organisation, it is seen that in the current world only the strongestorganisation survives for a longer period. During the turbulent times the

leaders focus on managing a balance between cost cutting and supporting

the employees to serve in a better way to the organisation.

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The enterprises that emerge from considerable organisational changes are

stronger and more competitive and are more focused on the effectiveness ofthe employee this is done by increasing productivity through teamwork and

collaboration, rising organisational innovation, enforcing responsibility at all

levels, making the workplace to attract, inspire and to retain talent and to

accommodate the needs of multigenerational workforce.

Economic and world events brought unexpected changes inflation,

productivity challenges, technology shifts, and global competition all hit the

business world at about the same time and made the classical planning

methods suddenly outdated. During this time many organisations followed3 Peter duckers suggestions that helped employees managing during

turbulent times and managing the complex work. In the times ofdisorganised changes maintaining productivity is a fundamental necessity of

managers, and it is done for four key resources they are capital, crucial

physical assets, time, and knowledge.

For example, 4 Siemens organisation has successfully beaten their

competition by significantly increasing their productivity of capital or

resources.

Another effective method of managing in turbulent times is strategic

assignment of critical resources. The managers need to be smart about

selecting areas of potential results and allocating resources consequently. Inchaotic times, there is a natural tendency to use resources to solve current

problems, but the top priority should be given to the areas of potential

opportunities. 5Drucker suggested managers to avoid working on problems

that were important in the past and that was not expected to be beneficial in

the future.

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An exit strategy is essential to be developed so that resources are allocated

to areas with the highest probability of future achievements and success forthe organisation.

For example, the 6organisation GE followed a critical activity called work out

program and was successful. This activity was designed to eliminate work

that did not meet the strategic needs of the organisation. This activity was

suggested by Drucker in the past.

Stimulating innovation during managing change is a critical managerial

competence essential in turbulent times. The most challenging task for

managers is to respond effectively to the task that cannot be planned in

advance to the time. This circumstance is more complicated, when its

function is in global business environment. The leaders or the managers

should be prepared to lead this environment of multidimensional changes

and organise their organisations to function effectively during the

transformations of their organisational culture.

Setting clear expectations

To manage the change in the organisation effectively setting clear

expectation or goals are necessary with in the organisation. The

organisation should provide clarity about the most critical elements of the

change by explicitly bringing out the implications and expectations for the

employees. Reducing uncertainty increases morale and decreasesdistracting emotions of the employees. To Select and postpone the

nonessential projects, and to recognise the importance of making symbolic

changes and to increase or decrease the unrestricted responsibilities in

order to accomplish the heavy lifting associated with major change.

It is important to focus on employees to do the work that is required and it is

essential for the organisation to be clear about the employees needs and to

ensure that the needs of the employees are satisfied. The managers set

their expectations and follow them.

The managers or the leaders should:

Demonstrate strong ethics.

Ensure confidentiality in the organisation.

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Show empathy for the emotional and personal effects of change and be

available and listen to the employees concerns. Ensure the communication of key event and activities, that is to provide

details on who, what, when, and where as known.

Programme regular updates for all team members in the organisation.

Communicate the decisions and justify and to recognise that individual

have various communication needs.

Manage the change and undertake the obstacles to bring effective

change in the organisation.

Focus on delivering value in running and changing the business.

Stick to fated timelines and processes and act according to the

agreements.


13. During the turbulent times the leaders focus on managing a balance

between ___________ and supporting the employees to serve in a

better way to the organisation.

14. Another effective method of managing in turbulent times is __________

of critical resources.

15. To manage the change in the organisation effectively setting clear

expectation or goals are necessary with in the organisation

(True/False)?

Activity 4

Suppose you are a manager of an organisation, how do you mange the

change during turbulent times and what steps do you follow to set the

expectations right.

(Hint: Effective working and set expectations)

14.6 Strengthen Relationship and Maintain Lines of

Communication

Many employees feel demoralised and disconnected at turbulent times, so itis essential to strengthen the bonds across the organisation and mostly

within teams of the organisation. The organisation leader or manager should

interact with the employees and must support them in a group and

individually. All these actions are easy to neglect or optional, but they

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support and help employees and make the employees to be as cohesive

and loyal to the organisation. Even if the organisation is facing difficulty ordrowning, ensure to communicate with the employees the possibilities for

growth and personal development this should be followed even if the days

of the organisation are numbered. Involve the employees in discussions

about building the future, balancing reality with confidence.

To determine the confidence and commitment in the change effort, regular

pulse checks of the team and the organisation is established. This is done

formally through surveys or informally through casual conversations and

meetings. These checks recognise concerns faster and are addressed

rapidly and effectively. The feedbacks are often very useful in helping to

shape both business and change-management activities and ensure thatthe surveys are not thrashed completely.

Employees or people in the organisation look for information and leadership

during uncertainty or turbulent times, and the need increases exponentially

at the time of the change effort. Within a sequence of space

misunderstanding within the organisation is possible, its important to reach

the employees repeatedly through any and all means such as town hall

events, meetings, lunches, e-mails, newsletters, web casts, and blogs.

Effective leaders are highly visible in both formal and informal ways.

It is noticed that managing change requires an ongoing focus has newevents occur and due to the change progresses people who have initially

accepted the new direction revert. When ensuring accountability for results,

the managers or leaders recognise and address the emotional dimensions

of change and truly transform their organisations and win assurance of their

employees during the turbulent times.


16. Many employees feel demoralised and disconnected at ________, so it

is essential to strengthen the bonds across the organisation and mostly

within teams of the organisation.

17. Do not involve the employees in discussions about building the future,balancing reality with confidence. (True/False)

18. The feedbacks are often very useful in helping to shape both business

and change-management activities. (True/False)

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14.8 Glossary

Term Description

Contextual factors The factors of the context.

Disruptive innovation The terms used in the business and technology todescribe innovations and to improve the service in theway the organisation wants.

Knowledge workers The individuals who are valued for their ability to act andcommunicate with knowledge within a specific subjectarea.

Mechanistic-hierarchical structure

A mechanically determined structure having datearranged in many levels like a tree structure form.

Mainstream market The majority of customers in the technology market orproduct.

14.9 Terminal Questions

1. Discuss the major trends affecting the organisation design.

2. Explain briefly any five contextual factors that are affecting the conduct

of the Business.

3. Discuss the implications of organisation design.

4. Explain in brief about managing change during turbulent times and

setting clear expectations.

5. Discuss in brief how to strengthen relationship and maintain lines ofcommunication in an organisation during turbulent times.

14.10 Answers

Answers to Self Assessment Questions:

1. Organisation design

2. True

3. False

4. True

5. True

6. True

7. Creative destruction

8. Disruptive Innovation

9. False

10. Planned/top down approach

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11. Conventional design

12. True13. Cost cutting

14. Strategic assignment

15. True

16. Turbulent times

17. False

18. True

Answers to Terminal Questions:

1. Refer section 14.2 Trends affecting Organisation Design.

2. Refer section 14.3 Major Contextual Factors Affecting the Conduct of

the Business.

3. Refer section 14.4 Implications for Organisation Design.

4. Refer section 14.5 and 14.5.1 Managing Change during Turbulent

Times and Setting clear Expectations.

5. Refer section 14.6 Strengthen Relationship and Maintain Lines of

Communication.

14.11 Case Study

Managing change during turbulent times at XYZ:

A XYZ financial services player with more then 20,000 advisors and 2.5

million clients across the world, requested Sys-Indy organisation to support

in a program aimed at institutionalising service management capability

based on ITIL. The main aim was to improve the availability and

performance of its IT systems during turbulent times and to increase the

overall client satisfaction.

Sys-Indy conducted an assessment across the technology groups to

identify the existing process maturity and improvement opportunities. As

part of the program, detailed roadmaps and communication plans were

developed, training were conducted and detailed cost benefit analyses was

carried out for executing the initiatives.

The initiatives have been prioritised were executed within each process

area, Sys- Indy assisted the program management and execution. This

7/27/2019 MU0018-SLM-Unit-14

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service management was very challenging but the transformation had

begun and the client made significant progress, with savings ofRs 9,950,000 within the first eight months.

Questions

1. During the turbulent times what was the main goal of XYZ Financial

services?

(Hint: performance)

2. What was the first step taken by the Sys-Indy to achieve progress and

did it satisfy the client?

(Hint: assessment and program management)

References

Radha R Sharma (2007), Change management - Concepts and

Applications.

E-Reference

http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1074411173&

type=RESOURCES

http://www.allbusiness.com/management/689725-1.html

http://books.google.co.in/books?id=vsCeCHxH7jQC&pg=PA148&dq=Ma

naging+Change+during+Turbulent+Times&hl=en&ei=2GWcTNyYGcG2c

cSC7f4J&sa=X&oi=book_result&ct=result&resnum=8&ved=0CFwQ6AE

wBw#v=onepage&q=Managing%20Change%20during%20Turbulent%2

0Times&f=false


naging+Change+during+Turbulent+Times&hl=en&ei=2GWcTNyYGcG2c

cSC7f4J&sa=X&oi=book_result&ct=result&resnum=8&ved=0CFwQ6AE


0Times&f=false


naging+Change+during+Turbulent+Times&hl=en&ei=2GWcTNyYGcG2ccSC7f4J&sa=X&oi=book_result&ct=result&resnum=8&ved=0CFwQ6AE


0Times&f=false

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