Adapted from Kurt Lewins Model

Unfreeze
Stability
Undesired
Situation

Unfreezing/
Change

Chaos
Unpredictability
No control
Confusing
Loss-Attachment

Refreeze
Stability
Desired
Situation

In the unfreezing phase, the change agent unfreezes forces

that maintain the status quo to reveal the drawbacks of the
present situation.
Thus, people become discontented and aware of a need to
change. Unfreezing is necessary because before any change
can occur, people must believe the change is needed.

Any change process is faced with a certain level of

resistance. In the movement phase, the change agent
identifies, plans, and implements appropriate strategies,
ensuring that driving forces (forces supporting change)
exceed restraining forces (forces resisting change).

This is the last phase, during which the change agent assists
in stabilizing the system change so it becomes integrated
into the status quo.
If refreezing is incomplete, the change will be ineffective and
the pre-change behaviors will be resumed.

 Pierre Frankels background

Studied Economics and business management at a
reputed European University
Started career in Switzerland with a Consulting Major in
Finance and moved to IT
Joined H-IT a worldwide provider of technology and
services
2003- 2006 Executive Assistant - Global Field
Operation
2006 VP Business Operations- Reporting to President
EMEA

 How it started ?
Russian subsidiary was underperforming with unmet

revenue targets and profitability objectives

Frankel lead a strategic project to develop operations
Presented business plan to EMEA and global executives
Deputy MD of CEE(Central/Eastern Europe) offered
Frankel on-site growth project in Moscow

Russian Subsidiary Current dynamics

Fired last two MDs due to opaque business practices
Current MD - Sergei Lebedev
Underperforming in his leadership but still top

management reluctant to replace

MD- EMEA
Dep MDEMEA
MD- Russia
- Lebedev

Dep MD
Frankel

MD-CEE

Mission Transform
Organization in one year
to profitable and fast
growing
Responsibilities
Organizational
development
Execute corporate
initiatives
Act as corporate
point of contact

 Period 1991- 92 Russia faced major political &

economic challenges
Reforms with price liberalization & privatization
Post 1998
sustained economic growth
GDP 7% by 2000
Workforce mainly engineers, scientists a&

mathematicians
High disposable income
Major Industries- Energy, Finance, Retail
Major government influence
Promotion of IT expansion

 Lack of strategic planning skills in managers

Top down hierarchy

Managers kept distance and few questioned

supervisor in public
Zero- Sum mindset
Strong sense of National Identity & mistrust of
outsiders
Loyalty to supervisors

 Frankel arrived in Russia on a cold day in Jan 2007

Very important for him to understand soul of Russia

Exhausted, no assistant, no staff, no budget, no

support from MD
Subsidiarys employees perceived him as an outsider
Employees knew him but he hardly knew anyone here

 In the first few weeks Frankel met all the relevant leaders in the

organization including the line of business leaders to learn more

about the organizations operations and laying the groudwork for
change.
He tried to enlist the support of Nadia Abramova, the head of
HR who was very close to the MD Lebedev.
He tried to identify people who were keen to learn and willing to
change.
He encountered passive resistance because the employees were
fearful of the MD and thought that if they tried to change he
would get offended and would think that they switching sides
He tried to hire a native Russian to assist him with his agenda for
change
For this he persistently tried to convince Nadia to help him and
he eventually succeeded when she brought him some resumes

 The organization failed to adhere to the companys

processes and guidelines which were followed globally

The atmosphere promoted by Lebedev discouraged
teamwork and openness which led to dissatisfied
employees lacking in innovation

 The major priority areas for improvement that he Frenkel

had identified were-increase business predictability,

improve sales efficiency and focus on strategic internal
processes
He had to start showing results soon as the management
was expecting some changes to show soon and the
employees were also wondering what he was up to as he
had been in Moscow for more than 3 months and there
were no visible changes taking place.
He had to surmount the huge challenge of changing the
way the employees thought and worked, to make the work
environment full of energy, collaboration and trust for each
other which would help achieve the goals for which he had
taken up the assignement.