Leading Change

IBA, PGD HRM 2016

With
Sumair Abro

Facebook.com/sumairabro sumair.abro@funverks.co sumairabro

m

pk.linkedin.com/in/sumairabro @sumairabro
April 16
Managing vs. Leading Change, Transformation
Gurus
What is the Difference?
Managing Change Leading Change

Enabling the Change to take Off

Facilitation of Change Process
Ensure that there is collaboration &
Ensuring that Change Initiatives are Efficient
inspiration
To Minimize the Risk
Enables Risk Taking
Implement Change in Manageable Steps
Initiate Change on a Larger Scale
Integrates Change into Status Quo
Innovate and Sets a New Vision for Change
Encourages People to Adapt to Change
Empowers People to Create Change
Transformation Gurus
Louis Gerstner IBM
Steve Jobs Apple
Bill Gates - Microsoft
Saeed Haider Coats Pakistan
Jack Welch GE
Mobilink Pakistan
Paul ONeill Alcoa
Sabir Sami Reckitt Benckiser Pakistan
Steve Jobs Apple
Citibank Pakistan
Jochen Zeitz Puma
Elon Musk - Tesla
April 23
Incremental vs Transformation, Types of Changes
Daily News Case,
Types of Organizational Changes

1st Order (Managing) Change

Incremental
Maintain and develop the organization
To support organizational continuity and
order

2nd Order (Leading)Change

Transformational
Transform the nature of organization
Requires fundamental change at the core
maybe strategy, values or corporate identity
Adapted from Nadler and
Tushman - 1995
Incremental Transformation
al
Anticipator Tuning Reorientation of
y Improving, Enhancing, Identity/Values -
Developing frame bending
Reactive Adaption Recreation
Internally initiated Fast change of all
basic elements
frame breaking
Class Exc. 1:
Types of Changes in Organizations
Based on your own experience of different organizations,
identify companies and their changes that fit:

1. Tuning anticipatory and incremental

2. Adaptation reactive and incremental
3. Reorientation anticipatory and discontinuous
4. Re-creation reactive and discontinuous
In your opinion, which of these changes were most
successful and why?
Do some organizations fit into more than one category?

Class Exc. 2
Daily News: Maintaining Competitive Advantage

Daily News publishes a print News Paper every day. Profits of the company are falling towards
danger level because of the ever increasing costs of producing and distributing newspapers. A big
reason for all this advancement in technology, however the strong union has kept a strong hold on
how newspaper are produced. They either refused to accept any changes or ensured that
production levels are kept at the old levels.

New technologies are available that would cut many of the old processes. Journalists would input
their stories via internet that would help makeup the content of the newspaper. Hence many of the
old skills of the print workers therefore redundant, therefore everyone in the company would have
to operate differently.

There were fear of strikes, and sabotage as a consequence of any change initiative without the
agreement of the union workers. However, The CEO of Daily News had no choice but to make
changes in order maintain the competitive advantage.

1. What type of Change is required?

2. Describe the urgency level? Explain Why?

3. What results are expected from this change on Daily News?

4. How fierce the internal resistance is likely to be?

5. Will people be able to participate?

6. Will change bring job losses?

7. What areas of responsibilities will be affected?

Team 1

1. Tuning Feroz 1888,

Pakistan Railways 1. 1st Order - Adaptive

2. Severe
2. Adaption K-Electric, 3. Good- Cost of Production will go
Army down/Increased Profits/New Customer
Base
3. Reorientation IBA 4. Medium

4. Reactionary Electric, 5. Yes if they are engaged properly and

foresee implementation
PTCL 6. Yes in short term

7. Production Line/Distribution

5. K-Electric

6. IBA
Team 2

1. Tuning PTCL
1. Reactive/Transformational
2. Adaption Pakistan 2. High
Army 3. Good- Increased Profits/Efficiency, Bad -
Strikes/Delayed Production/Wastage of
3. Reorientation Ufone Technical Manpower/Turnover/Image

4. High
4. Reactionary Electric 5. Yes if they are engaged properly and
foresee implementation

6. Yes in short term

5. K-Electric 7. Production Line/Distribution

6. PTCL
Tuning/Adaptation
Team 3

1. Tuning Google 1. Reorientation/Anticipatory/Transformationa

l
2. Adaption K Electric,
2. High Change of tech./installation of new
Yahoo equipment/

3. Good- Increased Profits/Efficiency, Bad -

3. Reorientation K Strikes/Delayed Production/Wastage of

Electric, PTCL Technical Man

4. High
4. Reactionary PTCL 5. Yes Communication to staff

6. Yes in short term

7. Production Line/Distribution
5. Google and KE

6. KE
Team 4

1. Tuning All companies

1. Recreation/Adapative
2. Adaption K Electric,
2. High Change of tech./installation of new
NADRA, Citibank equipment/

3. Reorientation Unilever, 3. Good- Increased Profits/Efficiency, Bad -

Strikes/Delayed Production/Wastage of
SCB, Technical Man

4. Acceptance of technology
4. Re-creation Engro, Sony,
5. Yes through training and collaboration
Karachi Stock Exchange
6. Yes in short term

7. Production Line/HR/Finance

5. Recreation

6. KE
Quiz in Next Class May 07 2016
Transformational Change
Research on organizations which have
gone through transformational change.
Learn about how they were either
successful or unsuccessful after the
transformation.
First Order Changes Routine

Some argue that

routines are a
source of stability
in organizations
and therefore Others argue that routines do change and

inhibit change and that these changes are an important , albeit

relatively ignored, part of how organizations
adapt to their environment over time
the ability of an
organization to
adapt to its
environment
May 07
Power of Habits, Change at Group Level, Blindfold
Exc., Power of Process, John Adairs
Individual/Team/Task, Styles of Management, Quiz
1
Blindfold - How was the task
achieved?

Group Members Leaders

Describe your experience in completing the

task.
Describe your experience in leading the
If given a chance again how would you go group to complete the task.
about it differently?
If given a chance again how would you go
about it differently?
Blindfold Leaders - Challenges

Fear of unknown
How to perform
What is my plan
Make team members understand
Response of the members
What are the hurdles
Directions
Blindfold Teams- Challenges

We didnt know what we were doing

Purpose was not clear
Clear understanding of task
Method of execution
We didnt know our coordinates
Not knowing the coordinates of leader
Leader did not call us by name
Details of task were missing
We had to trust our leader
Power of Process

Appoint a Process Coordinator Team

Leader
Ensure that task is clearly understood
Ask questions
Identify and remove invalid assumptions
Develop options for task completions
John Adair: Action Centered Leadership Model

Individua Team
l

Task
How to Achieve a Task?
identify aims and vision for the group, purpose, and direction -
define the activity (the task)
identify resources, people, processes, systems and tools (inc.
financials, communications, IT)
create the plan to achieve the task - deliverables, measures,
timescales, strategy and tactics
establish responsibilities, objectives, accountabilities and measures,
by agreement and delegation
set standards, quality, time and reporting parameters
control and maintain activities against parameters
monitor and maintain overall performance against plan
report on progress towards the group's aim
review, re-assess, adjust plan, methods and targets as necessary
How to develop/lead a group?
establish, agree and communicate standards of performance and behavior
establish style, culture, approach of the group - soft skill elements
monitor and maintain discipline, ethics, integrity and focus on objectives
anticipate and resolve group conflict, struggles or disagreements
assess and change as necessary the balance and composition of the group
develop team-working, cooperation, morale and team-spirit
develop the collective maturity and capability of the group - progressively increase
group freedom and authority
encourage the team towards objectives and aims - motivate the group and provide
a collective sense of purpose
identify, develop and agree team- and project-leadership roles within group
enable, facilitate and ensure effective internal and external group communications
identify and meet group training needs
give feedback to the group on overall progress; consult with, and seek feedback and
input from the group
How to develop/lead an
individual?
understand the team members as individuals - personality, skills,
strengths, needs, aims and fears
assist and support individuals - plans, problems, challenges, highs
and lows
identify and agree appropriate individual responsibilities and
objectives
give recognition and praise to individuals - acknowledge effort and
good work
where appropriate reward individuals with extra responsibility,
advancement and status
identify, develop and utilise each individual's capabilities and
strengths
train and develop individual team members
develop individual freedom and authority
 Source: D A Stance and D C Dunphy

Styles of Management

Collaborative Lets do this together

Consultative Your views are important
and I really want your feedback
Directive This is what I want you to do
Coercive Do this or face the
consequences
Quiz 1 Change Incremental or
Transformation?
Write about an organization that you have
researched on.
Explain if the change was
successful/unsuccessful - incremental or
transformational. Provide reasons.
What styles of management were used
Collaborative/Consultative/Directive/Coercive.
Quote the source personal
experience/internet/book/writer
SumairAbrois a seasoned management & organizational development
specialist and a facilitator at Funverks. He brings with him over 17 years of
diverse professional experience from across Pakistan, UK, and
USA.

His OD journey commenced with Navitus in 2006 in Pakistans Corporate

Sector where he facilitated management development subjects, such as
Strategy, Leadership, Teambuilding, Change Management, HR, Performance
Coaching & Sales; for both domestic and multinational conglomerates such
as 3M Pakistan, Roche, Pakistan Tobacco Company, Beaconhouse School
System, Habib Oil Mills, Indus Motor Company, Fauji Fertilizer, Reckitt Sumair
Benckiser, Deutsche Bank, Phillips, United Bank, Telenor, Shell, Engro, Philip
Morris, MCB Bank, Novartis, JS Bank, Pepsi, Unilever, Nestle and many
others.
Abro
In addition, driven by his passion to contribute - Sumair continues to associate with Institute of Business
Administration, and Management Association of Pakistan where he regularly conducts workshops for
students, and working professionals.

Hehas also held key executive positions in the Financial, Textile and Pharmaceutical sectors. Sumair led
Organizational Strategy/Change and HR for five years with KASB Group[Bank of America Merrill Lynch
Affiliates Pakistan].During the initial years,he was leading Corporate Sales forCoats Group Plc.,
running Production Lines forGlaxo Smithkline, and advising clients on higher education atKaplan Inc.,
UK.
Sumair has also partnered with Dawn News TV from 2008 to 2010, and appeared as an Expert/Coach on
several Talk Shows, deliberating on areas of personal improvement such as Goal Setting, Creativity, and
Leadership.

Heacquired a BS in Mechanical Engineering from University of Oklahoma, USA in 1996 following it up

with an Executive MBA in Marketing in 2012. Sumair was also a Yale World Fellows Program Finalist in
2012, and has qualified as a Certified Human Resource Management Professional in 2015 from Human
Resources Certification Institute, VA USA.

As an individual, he is a fitness/swimming enthusiast & loves to spend time with family & friends.