This document covers the origin ,
the plan, the framework, strategy
and process steps towards change
management
Engineering Escape-
Transformation
Project2011
Author:Dr. Sarma- 15-july-2011

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1. Change management - Project
The following is a case study -frame work adopted-and presents the
strategy/plan/process and key steps involved in organizational transformation.
2. Why change:
This question was raised at the executive management committee when faced with
stunted growth, falling margins, growing competition.The vision is to move quickly
from 10 million to 100 million
3. Examine: SWOT
Strength: BI skill pool, loyal customer base
Weakness: Market penetration, brand image, limited geographic cover, lack of skill
in big data
Opportunities: Large BI market Potential
Threats: competition lowering bill rate
The CEO’s image of the company was based on what he believed in. while reality
was that the company
Was far more dependent on software services, which they were prevising for 15
years.
The CEO asked the trigger question to accelerate growth- how do we move from 10
million to 100million in 5 years and become super category killer in BI domain
What are those things that we don’t do and we start doing that will propel growth
What are those things that we need to selectively abandon?

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4. What is our DNA? And what should be?
The vision statement needs reexamination
Mission: Our DNA should be D&A-Data and analytics
market shre/growth
acceleration
offerings/solution
core competencies
revenue/growth

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5. The Frame work for change
(ADKAR-Modified)
business need project definition
solution
new habits
implementation
attention
desire
action
knowledge
comprehension
reinforcement
awareness
conviction
skills/Transformation

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Phase 1:
Attention: Start telling the management thinking two months in advance
Knowledge—assess current business understanding at floor level
Awareness- create sufficient awareness of the market
Desire—inspire /motivate people to change
Phase2:
Comprehension—keep checking the questions/doubts
Conviction—prepare those who are easily convinced
Action—get them to learn new skills
Phase3:
Reinforcement—support with new incentive plan for PCGP
Transformation- aim at more fellows
Phase4:
The sponsors-HR -Head/CEO/CSO
The leaders-PALS
The influencers-P/AP/EM
The target-P/AP/EM/SrC/C
Point 1: To move from good intentions to good results, realize that effective change
management is more than just a few communication steps
Point 2: To move from good intentions to good results, realize that the “change
leaders “may be “living” in the future state, while everyone else “the people to be
changed” are s living in the past or present state
Point 3: To move beyond good intentions, effective change management MUST
focus on enablingindividual’s tochange
Point 4: Individual change gradual process

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Point 5: To move faster select and use the tools available
Point 6: get the right people with positive attitude involved and engaged
Point 7: Begin with end in mind. Measure the “right” things for this change, at the
organizational level and the individual level
6. Training/coaching
Engineering the Escape: 5 sessions to managers only
Escape velocity—5 sessions- customized for each level
Coverage:100%
PAL /P/-- 2 session 16 hours
AP/EM//PM/Architects- 5 sessions of 8 hours each-40 hours
SR.Consultants/Consultants—6 sessions of 4 hours each-24 hours
Total 10 man days
Every two months
7. Communication:
Use town hall- every two months
All managers to hold one on one
Senior executives-carry out selective breakfast sessions with
consultants
Purpose; removing fear

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8. Benchmarking findings
causes of resistance
 Employees:
1. The Consultants are Not aware of the business need for change
despite transparent communication
2. Lay-offs were feared due to skill redundancy
3. Unsure if they had the skills needed and can develop for success in
the future state
4. Comfort with the current state .i am billing so why bother
5. Believed that they will be asked to do more with less reward.
6. I can earn same pay without additional learning outside
 Managers:
1. Fear of Loss of power /dilution of status and control
2. Fear of losing people consequently billing resulting in lower earnings
through bonus/incentive
3. Overloaded of responsibilities /lesser compensation
4. Lacked awareness of the need for change
5. Lacked the required skills to build or sell solutions
6. Fear, that it will take more time to transform
7. Who will benefit from change?
i

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9. To succeed in change address both the technical
and the people side
Solution is designed, developed –hire data scientists/solution
engineering teams/SME in health care/insurance vertical
and delivered effectively
(Technical side)
Solution is embraced, adopted and utilized effectively
(People side)= CHANGE SUCCESS

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10. Armored Employee
5 levels of competency maturity/growth path.
Each Consultant to be assessed after they complete the
requisite number of courses every year.
Support systems: PRESCRIPTIVE CAREER GUIDANCE PLAN.-
PCGP
Skill port.- 200 courses across 7 dimensions-Target 40 hours
per quarter-use external programs selectively
Assessment center-annual assessment
Square
Steward
Crusader
Knight
Fellow

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The new role requires –unlearn and relearn certain habits; especially the way sales
is done