PEPSI-TMC Case on Inclusive Change Management
-
Upload
chandra-shekhar-singh -
Category
Documents
-
view
285 -
download
0
description
Transcript of PEPSI-TMC Case on Inclusive Change Management
All AboutManaging Change.
‘A Case Study of Pepsi-TMC Collaboration to Build Pepsi-A Globally Inclusive Organization.’
Presented by:
Abhay Narayan Singh
Aakriti Sharma
Chandra Shekhar
Kishna Rai
Kunjan Kumari
Priyanka Sharma
Pallavi Shukla
Ranjeet Yadav
Presented By:
Aakriti Sharma Abhay Narayan Singh Chandra Shekhar Kishna Rai Kunjan Kumari Pallavi Shukla Priyanka Pachauri Ranjeet Yadav
Moving From Diversity Management to Creating A Inclusive Organization.
Inclusion is - ???
Organizations with global presence are striving to create inclusive work environments:-
Inclusive organizations can leverage on its diversity and people’s unique talents effectively.
The Scope of the Project
‘The Power of One’.
Sensitivity to differences and appreciation for
diverse perspective and opinions.
Segregate - an inclusive work culture thought out the
work-force.
Unbiased talent appraisal, respect and value
addition to every employees and -effective diversity
management.
The Challenge:
Changing Business Environment.
Changes in Consumer Market.
Difficult to Nurture and Sustain.
Lack Of Support from Individual Managers.
Gap between beliefs and behavior.
Laying One Stone at a Time
Step 1: Need Determination.
Step 2: Objectives.
Step 3: Plan the Change-Done by TMC
Step 4: Simultaneous actions
Step 5: Mid Process Evaluation
Step 6: Results and Corrective Action
Kotter’s 8 Step Change Model
Need
Determinatio
n
•Create a globally inclusive organisation where every employee treats others with respect and fairness
•Needed to survive in a globally competitive environment.
Objective
•Leverage differences and similarities for maximum performance.
Plan the Change-Done by TMC
•Local Ownership & Relevance-"Chartering the Journey
•Individual awareness and acceptance of cognitive and emotional requirements for change were addressed.
•Inclusive Leadership Programs.
•Development of tools to help leaders further their practice and enhance their skills.
Simulataneous actions
•Diversity and Inclusion Practitioner Certification Program For Leaders
Mid Process Evaluation
•While the process continues, initial results were very promising.
Results
and Correctiv
e Action
•Evaluation of the results to check for the projected targets versus the achieved ones
Change Matrix
Nature of Change Incremental Discontinuous
Anticipatory Tuning Improving, enhancing, developing :first-order change
-
- - -
Reactive
- -
• innovation
• market expansion
• talent development
Transformational TypesKey Factors Type 1
Entrepreneurial to Professional
Type 2Revitalization
Type 3Business Vision
Organizational Environment
- -
Business Concept- - -
Building blocks of Organizational success
-
Change needed in markets, services, resources, operational and measurement systems and culture
-
Organizational size- - -
Application of Weber’s ideal Bureaucracies
• Equality-
• Goal-directed, rational manner and emphasize technical expertise.
• Impersonal- “Driving global cultural change has to take into account the specific cultural and management biases.
• Competence.
Application of Weber’s ideal Bureaucracies• Specialization and Division of labor, the lines of authority
and responsibility within the system become very clear cut.
• Rigidity.
Initial Achievements of the TMC Program. Increased awareness and understanding of D n I. Acceptance of the concept seeped in among leaders with
radical change in their behavior. D n I became part of Future Leadership Development
programs. Observed growth in key competencies of workforce related to
inclusiveness. Operational successes, cross-functional teams, selection
processes and innovation initiatives. Increase in representation of women. Benefited by the use of shared vocabulary and reference
points. Increased awareness of prejudices & measures to deal.
About Organizational Change.A Summary…
Takes time and patience.Being inclusive involves addressing emotions and may
create discomfort at the beginning.Awareness raises Expectation.Commitment from leaders – Modeling Inclusive Behavior. Local Relevance of Inclusion is critical.Every Individual needs to represent the Change.Success lies in ability to ‘decode’ inevitable cultural
biasness and acknowledge it in context with the D n I. Commitment by the leaders and the influencers to keep
Inclusion a fresh and compelling focus of the Organization.
About Organizational Change.A Summary…
Continued focus on tools, skills, capability development & their implementation.
Constant monitoring on action part.Develop leaders of Change from within the various lines
of business and not just from support system. A Global knowledge network through which experiences,
lesson learned, and practices can cross-pollinate.
Questions….???