et change management

7/31/2019 ET Change Management

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Change Management

Ashutosh Pande


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Overview of Presentation

Significance of Change managementManaging Change.Concepts,approaches& critical success factors

Building positive Attitudes & Culture

Learning from Best practices

Facilitating Change

Role plays & Exercise


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Significance of Distribution

Electricity is the key driver for targeted 8-10 % economic growth.

The role of powers sector/ distribution sectorbeing the touch point with other sectors ofeconomy is crucial.

A healthy & Vibrant power sector is the needof the hour

Financially viability of SEBs will help inattracting private investment in power sectorat internationally competitive tariffs.


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Challenge of Reform

Structural reform: SEBs have to work ascorporate entities Independent regulator to determine tariffs,

monitor performance of the utilities and

protect consumer interest Tariff to be de-politicized and reflect cost

of supply Private participation in the sector Separate entities for generation, transmission

& distribution and their corporatisation fortransparency & accountability.


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Why is Change so painful

Organization tend to internalizecertain culture reflected in common Belief,values,attitude and norms ofbehavior

These become the implicit mindset ofemployees and way of working of theorganization


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Change so painful because..

We need to give up severalhabits,thoughts,practices that we foundcomfortable and which dictated andinfluenced our actions in the past.

We have to unlearn what we have alwaysknown as correct

We have to learn new skills,behaviorpractices to adapt to change.


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Response to change

Changes

in

Environment

No impact

Wait &

see

Anxiety

Reactive

Proactive

Followers

Blockers

Leaders

/Innovators


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Key Concepts Of Change

P T FUnfreezing Refreezing

( Creating the motivationto change )

( Stabilizing/integratingchanges )

PresentState

TransitionState Future

State


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Three Perspectives on Change

DevelopmentalChange

Improvement ofWhat is

OldState

NewState

Birth

Growth

TransformationalChange

TransitionalChange

Implementation of aknown new

state.Transition overa controlled periodof time

Death

Emergence of a newstate unknown untilit takes shape

Time period noteasily controlled


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Building a sense of purpose

Mission- The basic purpose of theorganization

Vision- A sense of direction for transitionto Future

Core Values- Beliefs about responsibility/commitment to customers,employees etc.

Policies-The basic framework of guidelines

for achieving organizational objectives


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Linking people toStrategy

Connect Employee to Customers

Develop sense of belongingness

Empower with information & training

Multiskilling & redeployment

Develop a sense of entrepreneurship, risktaking & responsibility.


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Managing Complex Change

Vision Skills Incentives Resources Action plan

Skills Incentives Resources Action plan

Vision Incentives Resources Action plan

Vision Skills Resources Action plan

Vision Skills Incentives Action plan

Vision Skills Incentives Resources

Change

Confusion

Anxiety

GradualChange

Frustration

FalseStarts


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Customer is like Lighthouse

Don't expect Customerto change hisexpectations andpreferences. You haveto change yourself,your products, andyour offerings

according to thecustomer'srequirement.


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Determinants of Service Quality

Easy Access Simple/ Clear Communication

Competence (Skill & Knowledge)

Credibility (trustworthiness)

Courtesy

Consistency

Responsiveness

Reliability Assurance/Empathy

Tangibles


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Who is Your Customer?

The next person (individual or department) in the work

place; the receiver of the output and next to act on it.


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NewConnection

MetersReading

PowerReliability

Quality

FaultManagement

Consumer

Relationship

RedressalManagement

Billing

PaymentsConvenience


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In the Customer Focused Organization

All employees Looks at all their activitiesand output from the point of view of therecipient.

Aligns all their activities to maximize

customer satisfaction. Applies this philosophy in practice,

externally and internally.

Focus on both external as well as Internalcustomer


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Customer Interface

In most of the organizations, less than

23% of employees deal with external

customers directly.

About 75% of employees contribute to

the customers experience, but do not

meet the customer personally.


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Expectation & Experience

Is an attitude that a customer has

that form the frame work

for judging performance.

An interaction of the customer

with any aspect of supplier eitherface to face or over phone orthrough letter/memo is A moment

of truth


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Satisfaction

The measure of the extent towhich a Customers experience

matches expectation.

* 24 hrs call center facility in

CPDC,Hyderabad


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Quality

What the customer says it is. The wholeof tangibles and intangibles that a

customer takes into account whenevaluating an experience.

* For eg.Customer care survey byCPDC,hyderabad has revealed customer

are happy to take 4 hrs of plannedshutdown rather than 1 hr of unplanned

shutdown


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Value

The quality of an experience asperceived by the customer,related to its cost.


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Delight

A condition in which experience

exceeds expectation. e.g setting a standard such aspicking up phone after first ring

High Value customer meet by NDPL


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Customers Top Ten ServiceCharacteristics

Employee attitude.

Receiving an explanations of a problem

happened. Being called back when promised.

Being contacted promptly when a

problem is resolved. Being allowed to talk to someone inauthority.


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Customers Top Ten ServiceCharacteristics - 2

Being told how long it will take to solve aproblem.

Being given useful alternatives if a problemcant be solved.

Providing sufficient information to act onalternatives.

Being told about ways to prevent futureproblems.

Being given a progress report if a problemcant be solved


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How to Deal With Customer Complaints

Listen without interrupting the customer.

Show empathy and be willing to help.

Guide the conversation with open question

Who /What /Where /When /Why/ How?

Write down the information.


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How to Deal With Customer Complaints - 2

Stay With The Customer. Discuss a resolution and agree a course ofaction which is acceptable to you and thecustomer

Act to resolve the customer now, if possible (if not, set a time by which the problem willbe solved.)

Make sure the action is carried out. Keep the customer what all is happening.


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When you have to say no!

Listen to the customer.Dont say it is company policy.

Empathise with the customer.

Acknowledge the content of the complaintand the feeling of the customer.

Decline with reason.

Suggest an alternative.

Ask open ended questions.

Repeatedly keep to your point.


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Proactive Culture in theorganization

Sense of belongingness

Being attentive to minor deviation

Japanese art of Warasukagen

Solving the problem at seed stage


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Process & Result criteria

A B C DE

P CriteriaR Criteria

Support & stimulate

Continuous Improvement

Control with Carrot/Sti

Performance


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Kotters approach to Successful Change

Establish a sense of urgency

Positive vision of being a premier company Develop a vision and strategy

Creating Customer focus at my company

Communicate the change vision

Empower employees for broad based action

Aggressive results oriented training at all levels

Generate short-term wins

Consolidate gains and produce more change Using annual operating plan and communications

program

Anchor new approaches in the culture

- Champions,Reward & recognition


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Change Formula

N X V X F > R


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Thank you

et change management

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