Change For

Change’s Sake
Made By :- Group 5
Narendra Sharma
Rishabh Jaiswal
Shanu Gupta
Shilpa Bhatia
Swarit Narayan
Toshak Gupta
 Key Points
• A company periodically needs to shake itself
up regardless of the competitive landscape.
• Restructuring gets people to start forming new
networks making the organization as a whole
even more creative.
• When and How to Change
• Analyze Structure, Rewards & Processes in the
organization
 Scenario
• Toyota
– It is an innovative and adaptive organization that continuously
challenges its people to improve. People there are open to
change, and have created an environment in which change is
not only accepted, but in which resistance to change is
considered a performance problem
• The dynamics of Success in most organizations like
Toyota relies on :
– Flywheels of change
– Innovation
– Continuous Improvement
Toyota teaches a cultural change model that considers an organization's
willingness to accept change. Toyota says 2-4% of every organization is made
up of innovative, adaptive people who are willing to drive and accept change.
Another 2-4% are anchor-draggers who actively resist and impede change. The
remainder of the organization is made up of fence-sitters waiting to see who
will prevail. 

Toyota suggests that, while traditional managers spend their efforts focusing
on the anchor-draggers, they should be spending time with the early adapters,
providing cover and support. The organization's focus is on positive
reinforcement, which promotes a forward shift in the fence-sitters.
The change acceleration curve is somewhat flat in the beginning.
As the organization's culture responds to training and achieving
measurable results, the slope of change becomes steeper and its
velocity increases. The idea is to train and supplement the
organization until the pressure of the old system is overcome by
pressure from the new one. 
In the book "Good to Great," Jim Collins has talked
about the flywheel effect. He says great organizations
don't become that way overnight through radical
change. They become that way because continuous
small pushes on their flywheels create a breakthrough
velocity that sustains growth. At the point where the
momentum of change reaches breakthrough velocity,
the organization moves forward along its lean journey
with little or no support required from a consulting
organization.
Thank You