Leading change
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Leading change and change Management examples from various segments like politics corporate like sony and Polaroid. How they faced changed
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Leading change
- 1. Influencing and Leading Change Sachin sebastian – 122 Winson Jacob - 177
- 3. Introduction Introduction Problem Change Conclusion SONY Founded by Masaru Ibuka and Akio Morita in 1946 Headquarter- Minato, Tokyo, Japan 1950- Japan’s first magnetic tape recorder 1955- Japan’s first transistor radio. The TR-55 Launched 1960- Worlds first direct view portable TV (TV8-301), launched 1966- Launches first cassette tape recorder TC-100 1979- Launches its first stereo cassette player “Walkman” 1982- Worlds first CD Player The CDP-101 launched •8mm camcorder, Handycam CCD-TR55 launched 1989 •New company Structure at Sony Corporation 1994 •VAIO: First home use PC •broadcast use HD cam corder 1997 •New Bravia brand 2005 •Worlds first OLED TV 2007 •Discontinued VAIO laptops and PCs 2013
- 4. Problem External Forces • Massive Corporate Financial Losses • Global recession and strong Yen • Strong competition Internal forces • Lack of internal communication • Losing Innovative edge Introduction Problem Change Management Conclusion
- 5. Change Management Sony’s CEO 8 step process for leading change Current situation Introduction Problem Change Management Conclusion
- 6. Change Management - Sony’s CEO Nobuyuki Idei 1998 - 2005 Sir Howard Stringer 2005 - 2012 Kazuo Hirai Feb 2012 - Present Introduction Problem Change Management Conclusion
- 7. Change Management - Sony’s CEO Nobuyuki Idei Taking Advantages of the New technology Creating Partnership Cost efficient policy Restructuring the Organization Developing American – Style Corporate Introduction Problem Change Management Conclusion
- 8. Leading Change - 8 step Process Combine Cutting – edge technology with entertainment content Launch PS3 and PS Network. ( Problems caused by hackers) Action Result Introduction Problem Change Management Conclusion Sense of Urgency1 Creating the Guideline Coalition2 Reviving Sony Consumer product service business Failed to restructure the TV business Action Result
- 9. Leading Change - 8 step Process Focus on 3 core sector : Electronic, game & entertainment Success at Blue ray disk, PS3 and movie Picture Action Result Introduction Problem Change Management Conclusion Developing and change vision3 Communicating the vision for buy - in4 Restructuring Plan Cut 10,000 jobs and shed a number of unprofitable division & product Action Result
- 10. Leading Change - 8 step Process Reinventing consumer product service Developing the software environment to support hardware Action Result Introduction Problem Change Management Conclusion Empowering broad – based action5 Generating short term wins6 Centralization Top down leadership Respond faster to change in operating environment by focusing on software and service Action Result
- 11. Leading Change - 8 step Process Not creating radical changes Internal resistance Action Result Introduction Problem Change Management Conclusion Never Letting Up7 Incorporating change in to culture8 Focus on Kaizen Incremental increase in market share Too slow to adapt to new market opportunities Action Result
- 12. Current situation Kazuo Hirai Vision of “ONE SONY” Restructuring the organization Focusing on Mobile, Entertainment and Digital Imaging Building partnership with Google Introduction Problem Change Management Conclusion
- 13. Conclusion Introduction Problem Change Management Conclusion Traditional Organization New Age organization Focus for action Specific problem Entire system Time frame Gradual Fast Learning Individual, Small group Whole organization Information Limited Widely shared
- 14. IN THE ABSENCE OF TIMELY CHANGE…
- 15. The Fall…..!!
- 16. Founded in 1937 by Edwin Land Invented the instant imaging technique in 1948 By 60’s, held a monopoly in imaging with a 20pc market share globally At its peak, had $3 bn revenues, 21000 employees Were spending 42pc of its R&D budget on digital technology Filed for bankruptcy in 2001
- 17. Why? Fear of change Inability to appreciate the potential of ‘New’ The Curse of Success The Threat Rigidity Effect
- 18. THANK YOU