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NASSCOM India Leadership Forum 2008

Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce February 18, 2008. NASSCOM India Leadership Forum 2008. Business Events have Huge Change Management Implications. Transactions. Transformation & Expansion. Innovation & Growth

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NASSCOM India Leadership Forum 2008

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  1. Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse WorkforceFebruary 18, 2008 NASSCOM India Leadership Forum 2008

  2. Business Events have Huge Change Management Implications Transactions Transformation & Expansion Innovation & Growth Focuses on generating new ideas and products • Global Expansion • Sources new markets or talent for top-line growth or for cost arbitrage Post Merger Alignment Combines two legacy organizations to realize synergies Change in Ownership Alters ownership, priorities of operations and deliverables Technology Implementation Realigns application portfolios, automates transactions Outsourcing Transitions services and transactions to external providers Cost Optimization Reduces costs and associated resources • Restructuring • Realign units for better performance &quality Commitment: Do we have leadership commitment and stakeholder support? Capability: Do we have the resources and capabilities to achieve this? Communication : How, what and when should we communicate? Consequence: Are we measuring and rewarding desired behavior? Culture/ Org.: What cultural nuances should we take into account?

  3. Change Challenges Clients Typically Face during Transformation

  4. The Human Dynamic in Change Commitment • “It is the right thing to do” • “ We will succeed” Early euphoria • “Change is exciting” • “Our company is taking a bold step” Adaptation Fear/uncertainty • “Train is leaving, I better get on” • “It’s hard, but we can do it” • “What does this mean for me?” • “What are my priorities now?” Organization Momentum Paralysis Withdrawal • “I’ll do what is necessary to survive” • “I can’t act with all this uncertainty” • “My highest priority is to stay on top of the integration news” Departure • “This is not something I want to be part of” Time

  5. Engaging Employees Across Diverse Geographies Organizational Culture National Culture Practices Values School Work Family

  6. Engaging Employees in Transition • Sell the “What’s in it for me?” • — Motivate employees with the right messages • — Give employees a reason to care • Brand the culture • — Re-define expectations and commitments • — Educate and promote the value to employees • Sustain employee behavior change • — Keep the brand alive • — Actively measure and manage • Align programs, communications, and delivery • — Create a consistent experience • — Reward/reinforce the right behaviors 8

  7. Definition of Engagement Engagement is a state of emotional and intellectual engagement Engagement How much I want to and actually do improve our business results. Commitment How much I wantto be here. Satisfaction How much I like things here. Three key behaviors that indicate strong engagement Say!, Stay!, Strive!

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