an icmr-iipm think tank publication - Cycbth.org
an icmr-iipm think tank publication - Cycbth.org an icmr-iipm think tank publication - Cycbth.org
CHANGE MANAGEMENT EFFECTIVENESS OF CHANGE MANAGEMENT Effectiveness of change management plays a pivotal role to enhance the success of any project. Moreover, change management has direct correlation with the success rate of the project. In addition to that, success rate of IT projects and non-IT projects vary with the effectiveness of change management. A study by Interface reveals that zero percent change management effectiveness may lead to success rate of 33% and 67% in IT project and non-IT project respectively. The survey further explores that 100% success rate is only possible if an organisation either IT or non-IT put 100% change management effectiveness during execution of the project. Source: Interfaces Source: Interfaces 4.9% Women Board Directors 3% to 6% Women in Senior Management 22.6% Women Employed by Organisations 36% Women in the Labor Force 100% 80% 60% 40% 20% 0% IT Project Success Rate (%) Non-IT Project Succes Rate (%) 0% 25% 50% 75% 100% Change management effectiveness LEADERSHIP GAP IN INDIA The whole world has realised the significance of women participation in every fields especially politics and corporate world. But, India is still lagging behind as far as women participation is concerned particularly in the Corporate world. The gender gap is quite wide in India Inc across the ladder. Only 36% of women labour force is available in India while only 22.6% women are employed in organised institutions. The scenario gets worse when we move to the top management level from bottom. The gender gap in managerial position is very stark with merely 3% to 6% of women able to reach senior management level and only 4.9% women are part of board of directors in Indian companies. WOMEN LEADERS IN FORTUNE 500 COMPANIES Contrary to populist perception, gender gap not only exists in India but can be seen among the Fortune 500 companies. Women’s representation in Fortune 500 leadership positions has stagnated in recent years. Women's representation as executive officers and board members has slightly increased by 0.60% and 0.90% respectively from 2009 to 2011. 10.00% 2009 2010 2011 Source: Catalyst 16.00% 15.00% 14.00% 13.00% 12.00% 11.00% Percentage of women representation in Board Seats Percentage of women Executive Officers count your chickens before they hatch 11 april 2012
INTERNATIONAL COLUMN CAN LEADERS CHANGE THEIR BEHAVIOR? A SPECIFIED FOCUS ON DESIRED BEHAVIOUR AND CLASSIFYING KEY AREAS OF BEHAVIOURAL CHANGE IS MANDATORY FOR OPTIMUM RESULT MARSHALL GOLDSMITH Author, Professor and Leadership Coach People often ask, “Can executives really change their behaviour?” The answer is definitely yes. If they didn’t change, I would never get paid (and I almost always get paid). The mission of behaviour coaching is to help leaders in achieving a positive change for themselves, their people and their teams. There are several different types of coaching including strategic coaching, lifeplanning, or organisational change but executives often engage themselves in behavioural coaching as it only focuses on changing leadership behaviour for individuals and teams. It enhances the leaders ability to deal better with ambiguity and aims to maintain satisfactory relationships with the Board, shareholders and employees. It also helps to become more creative and reflective. But these types of coaching can only be successful with executives who are willing to make a sincere effort to change and who believe that this change will help them to become better leaders. INVOLVING KEY STAKEHOLDERS As a behavioural coach, I have gone through three distinct phases. In phase one, I believed that the coach was the key variable in behavioural change. But I was wrong as a research done by me and my friend over 86,000 participants on changing leadership behaviour observed that the key variable for change is not the coach or advisor. It is person being coached and their co-workers. In phase two, I spent most of my time focusing on my coaching clients. This was much better. I slowly learned that a hard working client was more important than a brilliant coach. "EXECUTIVES OFTEN ENGAGE THEMSELVES IN BEHAVIOURAL COACHING AS IT ONLY FOCUSES ON CHANGING LEADERSHIP BEHAVIOUR FOR INDIVIDUALS AND TEAMS" In phase three (where I am now), I spend most of my time not with my coaching clients but with the key stakeholders around my client. How do I involve key stakeholders? I ask them to help the person that I am coaching in critically important ways: Let go of the past: When we continually bring up the past, we demoralize people who are trying to change. Whatever happened in the past happened. It cannot be changed. By focusing on a future that can get better (as opposed to a past that cannot), the key stakeholders can help my clients improve. (I call this process feedforward, instead of feedback). Be helpful and supportive, not cynical, sarcastic or judgmental: If my clients reach out to key stakeholders and feel punished for trying to improve, they will generally quit trying. I don’t blame them! Why should any of us work hard to build relationships with people who won’t give us a chance? Tell the truth: I don't want to work with a client, have them get a glowing report from key stakeholders and later hear that one of the stakeholders said, “He didn’t really get better, we just said that”. This is not fair to my client, to the company of to me. Pick something to improve yourself. My clients are very open with key stakeholders about what they are going to change. As part of our process, our clients ask for ongoing suggestions. I ask the stakeholders to pick something to improve and to ask for suggestions. This makes the entire process “two-way” instead of “one way”. It helps the stakeholders act as “fellow travellers” who are trying to improve, not “judges” who are pointing their fingers. It also greatly expands the value gained by the corporation in the entire process. STEPS IN THE BEHAVIOURAL COACHING PROCESS The following steps outline my behavioural coaching process. Every leader that I coach has to agree to implement the following steps. If they don’t want to do this, I make no negative judgments. There are many valu- count your chickens before they hatch 12 april 2012
- Page 1 and 2: AN ICMR-IIPM THINK TANK PUBLICATION
- Page 3 and 4: CONTENTS 12 Marshall Goldsmith Auth
- Page 5 and 6: FLASH POINTS INTERNATIONAL FACEBOOK
- Page 7 and 8: KICK OFFS YOGESH BANSAL “WE HAVE
- Page 9: INFOGRAPHICS BEYOND NUMBERS CHANGE
- Page 13 and 14: INTERNATIONAL COLUMN THE CHARACTER
- Page 15 and 16: INTERNATIONAL COLUMN CULTURE CONTRO
- Page 17 and 18: TCOVER STORY he Dodo, a flightless
- Page 19 and 20: COVER STORY “LEADERSHIP IS ALL AB
- Page 21 and 22: COVER STORY “THINGS MAY NOT BE SU
- Page 23 and 24: COVER STORY “CHANGE IS INEVITABLE
- Page 25 and 26: COVER STORY “THE PROS & CONS SHOU
- Page 27 and 28: COVER STORY “TITAN STANDS FOR SOM
- Page 29 and 30: COVER STORY “YOU HAVE TO SEE BOTH
- Page 31 and 32: EXCLUSIVE COLUMN THE 'HOW' OF TRANS
- Page 33 and 34: INTERNATIONAL COLUMN WHY IT WORKS A
- Page 35 and 36: INTERNATIONAL COLUMN TRANSFORMATION
- Page 37 and 38: FAIR FORWARD “THE AMALGAMATION IS
- Page 39 and 40: EXCLUSIVE INTERVIEW "TIME MANAGEMEN
- Page 41: POSTSCRIPT THE FORTUNE BENEATH INTE
CHANGE MANAGEMENT<br />
EFFECTIVENESS OF CHANGE<br />
MANAGEMENT<br />
Effectiveness of ch<strong>an</strong>ge m<strong>an</strong>agement<br />
plays a pivotal role to enh<strong>an</strong>ce the success<br />
of <strong>an</strong>y project. Moreover, ch<strong>an</strong>ge<br />
m<strong>an</strong>agement has direct correlation<br />
with the success rate of the project. In<br />
addition to that, success rate of IT<br />
projects <strong>an</strong>d non-IT projects vary with<br />
the effectiveness of ch<strong>an</strong>ge m<strong>an</strong>agement.<br />
A study by Interface reveals that<br />
zero percent ch<strong>an</strong>ge m<strong>an</strong>agement effectiveness<br />
may lead to success rate of<br />
33% <strong>an</strong>d 67% in IT project <strong>an</strong>d non-IT<br />
project respectively. The survey further<br />
explores that 100% success rate is<br />
only possible if <strong>an</strong> <strong>org</strong><strong>an</strong>isation either<br />
IT or non-IT put 100% ch<strong>an</strong>ge m<strong>an</strong>agement<br />
effectiveness during execution of<br />
the project.<br />
Source: Interfaces<br />
Source: Interfaces<br />
4.9%<br />
Women<br />
Board<br />
Directors<br />
3% to 6%<br />
Women in Senior<br />
M<strong>an</strong>agement<br />
22.6%<br />
Women Employed<br />
by Org<strong>an</strong>isations<br />
36%<br />
Women in the<br />
Labor Force<br />
100%<br />
80%<br />
60%<br />
40%<br />
20%<br />
0%<br />
IT Project Success Rate (%)<br />
Non-IT Project Succes Rate (%)<br />
0% 25% 50% 75% 100%<br />
Ch<strong>an</strong>ge m<strong>an</strong>agement effectiveness<br />
LEADERSHIP GAP IN INDIA<br />
The whole world has realised the signific<strong>an</strong>ce of<br />
women participation in every fields especially politics<br />
<strong>an</strong>d corporate world. But, India is still lagging behind<br />
as far as women participation is concerned particularly<br />
in the Corporate world. The gender gap is<br />
quite wide in India Inc across the ladder. Only 36% of<br />
women labour force is available in India while only<br />
22.6% women are employed in <strong>org</strong><strong>an</strong>ised institutions.<br />
The scenario gets worse when we move to the top<br />
m<strong>an</strong>agement level from bottom. The gender gap in<br />
m<strong>an</strong>agerial position is very stark with merely 3% to<br />
6% of women able to reach senior m<strong>an</strong>agement level<br />
<strong>an</strong>d only 4.9% women are part of board of directors<br />
in Indi<strong>an</strong> comp<strong>an</strong>ies.<br />
WOMEN LEADERS IN<br />
FORTUNE 500 COMPANIES<br />
Contrary to populist perception, gender<br />
gap not only exists in India but c<strong>an</strong> be<br />
seen among the Fortune 500 comp<strong>an</strong>ies.<br />
Women’s representation in Fortune 500<br />
leadership positions has stagnated in recent<br />
years. Women's representation as<br />
executive officers <strong>an</strong>d board members<br />
has slightly increased by 0.60% <strong>an</strong>d 0.90%<br />
respectively from 2009 to 2011. 10.00%<br />
2009 2010 2011<br />
Source: Catalyst<br />
16.00%<br />
15.00%<br />
14.00%<br />
13.00%<br />
12.00%<br />
11.00%<br />
Percentage of women representation in Board Seats<br />
Percentage of women Executive Officers<br />
count your chickens before they hatch 11 april 2012
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