PEPSI-TMC Case on Inclusive Change Management | Diversity (Business) | Leadership & Mentoring

All About Managing Change.

‘A Case Study of Pepsi-TMC Collaboration to Build Pepsi-A Globally Inclusive Organization.’
Presented by: Presented By: Abhay Narayan Singh Aakriti Sharma Aakriti Sharma Abhay Narayan Singh Chandra Shekhar Chandra Shekhar Kishna Rai Kishna RaiKumari Kunjan Kunjan Kumari Priyanka Sharma Pallavi Shukla Pallavi Shukla Priyanka Pachauri Ranjeet Yadav 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. .

 Unbiased talent appraisal. .  Segregate . respect and value addition to every employees and -effective diversity management.  Sensitivity to differences and appreciation for diverse perspective and opinions.The Scope of the Project  ‘The Power of One’.an inclusive work culture thought out the work-force.

Changes in Consumer Market. . Gap between beliefs and behavior. Lack Of Support from Individual Managers. Difficult to Nurture and Sustain.The Challenge: Changing Business Environment.

Step 2: Objectives.Laying One Stone at a Time Step 1: Need Determination. 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 .

• Inclusive Leadership Programs. • Development of tools to help leaders further their practice and enhance their skills. initial results were very promising. • Diversity and Inclusion Practitioner Certification Program For Leaders Simulatane ous actions Mid Process Evaluation • While the process continues. Results and Corrective Action • Evaluation of the results to check for the projected targets versus the achieved ones .Need Determinat ion • Create a globally inclusive organisation where every employee treats others with respect and fairness • Needed to survive in a globally competitive environment. Objective Plan the ChangeDone by TMC • Local Ownership & Relevance-"Chartering the Journey • Individual awareness and acceptance of cognitive and emotional requirements for change were addressed. • Leverage differences and similarities for maximum performance.

developing : first-order change - Reactive - - - - . enhancing.Change Matrix Nature of Change Incremental Discontinuous Anticipatory Tuning Improving.

• innovation • market expansion • talent development .

services. operational and measurement systems and culture - - - Organizational size - - - . resources.Transformational Types Key Factors Type 1 Entrepreneurial to Professional Type 2 Revitalization Type 3 Business Vision Organizational Environment - - Business Concept Building blocks of Organizational success - Change needed in markets.

• Competence. rational manner and emphasize technical expertise. . • Impersonal.“Driving global cultural change has to take into account the specific cultural and management biases.Application of Weber’s ideal Bureaucracies • Equality• Goal-directed.

• Rigidity. the lines of authority and responsibility within the system become very clear cut.Application of Weber’s ideal Bureaucracies • Specialization and Division of labor. .

cross-functional teams. selection processes and innovation initiatives.  Increase in representation of women.Initial Achievements of the TMC Program.  Operational successes.  Observed growth in key competencies of workforce related to inclusiveness. .  D n I became part of Future Leadership Development programs.  Benefited by the use of shared vocabulary and reference points.  Increased awareness of prejudices & measures to deal.  Increased awareness and understanding of D n I.  Acceptance of the concept seeped in among leaders with radical change in their behavior.

 Awareness raises Expectation.About Organizational Change. .  Every Individual needs to represent the Change.  Being inclusive involves addressing emotions and may create discomfort at the beginning.  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. A Summary…  Takes time and patience.  Commitment from leaders – Modeling Inclusive Behavior.  Local Relevance of Inclusion is critical.

 Constant monitoring on action part.About Organizational Change. lesson learned.  Develop leaders of Change from within the various lines of business and not just from support system. and practices can cross-pollinate. skills. A Summary…  Continued focus on tools. .  A Global knowledge network through which experiences. capability development & their implementation.

??? .Questions….

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