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Kishor Jagirdar
Managing Director
Infopace Management Pvt
Ltd
www.infopaceindia.com
   Examining market and competitive realities
   Identifying and discussing crises, potential
    crises, or major opportunities.
   Assembling a group with enough power to
    lead the change effort
   Encouraging the group to work together as a
    team
   Creating a vision to help direct the change
    effort
   Developing strategies for achieving that
    vision
   Using every vehicle possible to
    communication the new vision and
    strategies.
   Teaching new behaviors by the example of
    the guiding coalition
   Getting rid of obstacles to change
   Changing systems or structures that seriously
    undermine the vision
   Encouraging risk taking and nontraditional
    ideas, activities, and actions.
   Planning for visible performance
    improvements
   Creating those improvements
   Recognizing and rewarding employees
    involved in the improvements
   Using increased credibility to change
    systems, structure, and policies that don’t fit
    the vision.
   Hiring, promoting, and developing employees
    who can implement the vision
   Reinvigorating the process with new
    projects, themes, and change agents
   Articulating the connections between the
    new behaviors and corporate success
   Developing the means to ensure leadership
    development and succession
   Articulating the connections between the
    new behaviors and corporate success
   Developing the means to ensure leadership
    development and succession

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8 steps of transforming organisation

  • 1. Kishor Jagirdar Managing Director Infopace Management Pvt Ltd www.infopaceindia.com
  • 2. Examining market and competitive realities  Identifying and discussing crises, potential crises, or major opportunities.
  • 3. Assembling a group with enough power to lead the change effort  Encouraging the group to work together as a team
  • 4. Creating a vision to help direct the change effort  Developing strategies for achieving that vision
  • 5. Using every vehicle possible to communication the new vision and strategies.  Teaching new behaviors by the example of the guiding coalition
  • 6. Getting rid of obstacles to change  Changing systems or structures that seriously undermine the vision  Encouraging risk taking and nontraditional ideas, activities, and actions.
  • 7. Planning for visible performance improvements  Creating those improvements  Recognizing and rewarding employees involved in the improvements
  • 8. Using increased credibility to change systems, structure, and policies that don’t fit the vision.  Hiring, promoting, and developing employees who can implement the vision  Reinvigorating the process with new projects, themes, and change agents
  • 9. Articulating the connections between the new behaviors and corporate success  Developing the means to ensure leadership development and succession
  • 10. Articulating the connections between the new behaviors and corporate success  Developing the means to ensure leadership development and succession