Professional Documents
Culture Documents
PROJECT
CHANGE
MANAGEMENT
Submitted to: MA’AM TALAT REHMAN
Group members:
Fawad Haider
Azeem
Ayaz Malik
Komal
Salman
Change Management Final Project Report
Introduction
Fauji Fertilizer Bin Qasim Limited Plant site is a modern Urea and Di-Ammonium
Phosphate (DAP) fertilizers manufacturing complex located in Eastern Zone of Bin Qasim,
Karachi, with Head Office located at Harley Street, Rawalpindi.
Initially named as FFC-Jordan Fertilizer Company (FJFC), with FFC (30%), FF (10%) and
JPMC (10%) as main sponsors. The company was formally listed with stock exchanges in May
1996 and commercial production commenced on Jan 2000. In 2003 the company was renamed
as Fauji Fertilizer Bin Qasim Limited (FFBL) as Jordan Phosphate Mines Co. (JPMC) had sold its
entire equity in the company. Accordingly Phosphoric acid supply agreement with Jordan was
terminated. The company turned out to be profitable after 3 years i.e, by 2004 and declared
'maiden dividend' in 2004. Profitability has constantly been on the rise since then and 2007 has
been the most profitable year of the company. One of the milestones in the success of FFBL is
its accreditation of ISO certification, which was achieved in Mar 2006 for both the Head Office
and Plant site.
The facility is designed with an annual capacity of 551,000 metric tons of urea and 445,500
metric tons of DAP, revamped to 670,000 metric tons of DAP.
Our Distinction
FFBL has been declared as Top Third Company amongst leading top 25 listed Companies
by the Karachi Stock Exchange (KSE) by acknowledging its performance.
FFBL is the only fertilizer complex in Pakistan producing DAP fertilizer and Granular Urea
thus making significant contribution towards agricultural growth of the country by meeting 45%
of the demand of DAP and 13% of Urea in domestic market.
Vision Statement
Mission Statement
“FFBL is committed to remain amongst the best companies by maintaining the spirit of
excellence through sustained growth rate in all activities, competitive price, quality fertilizer
and providing safe and conducive working environment for the employees.”
Organizational Structure:
MD:
Lt Gen Muhammad Zaki, HI, HI (M), (Retd)
Company Secretary
Brig Shaukat Yaqub Malik SI (M), (Retd)
FFBL fertilizer complex is state of the art manufacturing facility with advanced Distributed
Control System for safe and efficient operation. The phosphoric acid being raw material for DAP plant is
imported from Morocco and initially stored in tanks at Port Qasim. Design capacity viz-a-viz actual
production of Plants is as under:
Market Share
Recently, FFBL is making significant contribution towards agricultural growth of the country by meeting
45% of the demand of DAP and 13% of Urea in domestic market.
Competitors
POLITICAL ISSUES:
The political condition of Pakistan is very unstable, everyday there is instabilities in government
which cause problem for ffbl. FFBL also deal with international stakeholders, so for that
instabilities in government cause problems in making deal with ffbl. The overall image of
Pakistan also damaged by the political condition of Pakistan. The tax policies the trading policies
all effect the ffbl business.
Economic condition:
The economic condition of Pakistan is also instable, due to which world wide the value of rupee
depreciate day by day, which cause problem for ffbl to doing business. The petroleum prices
also effect the ffbl business, because day by day the instable petroleum prices effect the ffbl
business. shortage of gas is big problem for ffbl because for the production gas is required
without that manufacturing is not possible. So availability of gas is main issue which currently
ffbl is facing.
Technological issue:
As world moving very fast and technology is making advancement very fast. So for ffbl to
remain in the market it is necessary to adopt new technology. Because in market there is a lot
of competition and for maintain your value ffbl should adopt new technology.
Resistance will be less if participants clearly understand the basic problem or opportunity and
the consequences to maintaining the status quo. Create a “burning platform,” outline a real or
hypothetical scenario about what will happen if status quo continues to be the norm.
Resistance will be reduced if provisions are made for participants to ask questions and give
feedback about the change. They need to know the “why” behind the “what” and the “how.” In
the absence of adequate information, people will invent their own—this may lead to imaginary
problems.
People resist change because they won’t defer gratification and because they can’t see beyond
the boundaries of their own worldviews. Resistance will be less if you can substantiate the long-
term payoffs of the change effort and encourage participants to see the personal benefits to
the change.
Resistance will be less if participants see that the change effort is supported and endorsed by
key opinion leaders within the organization. Do you have credibility? Have you EARNED the
respect of those affected by the change? Personality conflicts between the change agent and
participants may cause resistance to change. Treating people with dignity, respect, and integrity
helps in eliminating this type of resistance.
5. When those affected by it are not involved in the planning.
Resistance will be less if participants feel that the project is their own—not one devised by
outsiders. Participants should be asked to contribute (knowledge, attitudes, suggestions,
feelings, opinions) to the change.
Change threatens our self-esteem. Resistance will diminish when we help people focus on
things they can control. By focusing on things we can control we can reduce the innate fear of
the unknown. As you help people successfully break down a major change into manageable
parts, you will help them develop the courage and confidence to proactively confront and
manage other aspects of the change.
Resistance will be less if participants are given the appropriate training & education. Tell them
why you choose them (for what qualities) to be a part of the change effort. Implementing the
change on a trial basis may reassure the person that success is possible. Change on a trial basis
can reduce the fear of personal loss and give the people involved an opportunity to get more
facts about the change.
Change can step on the ego of the recipient — it requires “those who think they have arrived”
to admit they have been wrong. Reduction in the skill required, the importance of the job, or
the responsibility of the worker involved may create insecurity and lead to resistance. Reassure
people of their worth to the organization. Resistance will be reduced when participants
understand how the change effort will further or contribute to their vested interests.
9. When work pressure is excessive and planning is haphazard or insufficient during the
implementation phase of the change.
Resistance will be less if the change is timed and planned well. When change comes as a
surprise people will resist it. Participants need time to evaluate change before it occurs. Those
affected should be informed well in advance. If a new change comes on the heels of a previous
change, particularly one that failed, you may be overloading the system. The timing for change
must be well thought-out.
10. When implementation strategies appear to be rigid and inflexible.
Resistance will be less if the change effort is kept open to revision and reconsideration if
experience indicates that modifications would be desirable.
Involve interested parties in the planning of change by asking them for suggestions and
incorporating their ideas.
Clearly define the need for the change by communicating the strategic decision personally and
in written form.
Address the "people needs" of those involved. Disrupt only what needs to be changed. Help
people retain friendships, comfortable settings and group norms wherever possible.
Design flexibility into change by phasing it in wherever possible. This will allow people to
complete current efforts and assimilate new behaviors along the way. Allow employees to
redefine their roles during the course of implementing change.
Do not leave openings for people to return to the status quo. If you and your organization are
not ready to commit yourselves to the change, don't announce the strategy.
Focus continually on the positive aspects of the change. Be specific where you can.
Deliver training programs that develop basic skills as opposed to processes such as: conducting
meetings, communication, teambuilding, self-esteem, and coaching.
CHANGE And How They Help The Organization
Many companies are realizing that SAP solutions have become extremely important to their
businesses. This realization is arising from the fact that many Fortune 500 companies use SAP
systems extensively internally for their daily operations and reporting. So what exactly does SAP
stand for? It is an acronym for Systems, Applications and Products in data processing.
Over time, many companies start to discover deficiencies in their information systems
architecture. Most legacy business systems were made up of islands of automation – separate
systems that handled some core business needs. There may have been systems to handle the
General Ledger, another to handle the sales processes, a separate system to manage the
manufacturing or production processes, etc. Data had to be exchanged between these sub-
systems in order to generate the reports that various levels of management needed to run their
operations. When there were errors or inconsistencies between these sub-systems, these
flowed on into the consolidation process and skewed the management reports.
SAP ERP systems – Business Suite / R/3 and Business One – are fully integrated business real-
time systems. They enable transactions to be processed end-to-end and eliminate data
inconsistencies between sub-systems. Many companies replace their old business systems with
the best-of-breed ERP package developed by SAP.
The benefits of using SAP for your business are numerous. SAP delivers systems that are
modern and highly efficient. Their support infrastructure is unparalleled in the software
industry. In addition, SAP has developed industry-specific ERP solutions that address the needs
of over 28 industrial sectors. SAP is present in more than 120 countries worldwide. SAP has
managed to build up a client base of more than 12 million users worldwide. Those numbers are
estimated to grow as more and more enterprises jump on the SAP ERP bandwagon.
The main business benefit of using SAP is that you get a comprehensive set of integrated, cross-
functional business processes. Here are some other benefits of using SAP:
Reduce Risk
Solve complex business challenges today with SAP, your trusted partner for long-term
growth, with over 30 years of experience working with organizations of all sizes in more
countries than any other vendor.
Optimize IT Spending
SAP integrates and optimizes business processes as well as eliminates high integration
costs and the need to purchase third-party software. Use of SAP incrementally improves
cash flow and reduces costly borrowing.
SWOT Analysis
Strengths Weaknesses
Sole DAP producer in Pakistan Marketing
Ideal Location Lack of Training
Authority and Command Raw Material Import
Product Quality Management
IMS and SAP Certifications Online Presence
Health & Safety
Brand Name
Pricing Power
Opportunities Threats
Unsaturated Urea and DAP market Competitors
in Pakistan Loss of trained staff
Forward Integration Depleting Natural Gas Reserves
Proper Research & Development Unstable Political/Economic
Innovation Conditions
New services and products Substitute Products
Strengths
FFBL is the only fertilizer complex in Pakistan that produces DAP fertilizer. Thus makes
significant contribution towards agricultural growth of the country by meeting 45% of
the demand of DAP from entire country.
Ideal Location
Being located near sea port; FFBL enjoys an ease in transportation of raw material.
Phosphoric acid and UF-85 are the major raw materials that are being imported through
shipments Morocco and Jordon.
All authorities lie with CEO and chairman. There’s a hierarchical reporting system of
problems. Junior Staff reports to the senior staff and this report can further go to the
GM, CEO or the Chairman depending up on the nature of the issue.
FFBL product, granular urea (Sona Urea) has the cutting edge over the conventional Prilled urea
with the following superior qualities:
Cheapest among all nitrogenous fertilizers based on per unit cost of nutrient
Less acidifying than many other nitrogenous fertilizers hence most suited for high pH
soils
High concentration of nutrients makes packing, storage and transport costcheaper
Larger granular size
Greater granules strength
Minimum fines, dust and powder
Minimum losses in the air
Least caking property
Easy to spread in the fields
No settling on crops/leaves
FFBL maintains a safe workplace by following safety and health rules and practices.
Accidents, injuries, and unsafe equipment, practices or conditions are immediately
reported to a supervisor or other designated person. FFBL is committed to keep the
workplace free from hazards.
Weaknesses
FFBL doesn’t have its own marketing department; their products are being marketed by
FFC due to which they get their revenue after a week. It may also affect their sales due
priority based marketing.
Lack of Training
No proper training programs have been defined and conducted for managerial staff.
Urea and DAP production at FFBL largely depends upon the imports of raw material
including Phosphoric acid, sulfuric acid, sand, coating oil and UF-85. This increases their
reliance on imports.
Most of the management in FFBL is controlled by retired army officers who have army
mindset due to which the company faces difficulties in problem analyzing and problem
solving steps
Online Presence
The online market is essential for displaying information and selling products through
the web. A weak online presence can result in loss of opportunities. Especially, if
focusing towards the foreign market.
Opportunities:
Demand for urea and DAP in Pakistan is higher than the cumulative production of all
urea and DAP producers in Pakistan; resulting in urea imports, to bridge up the demand
and supply gap. Therefore, there is an opportunity lies with all fertilizer manufacturers
to increase with their production to meet the market needs.
Forward Integration
FFBL can integrate forward to develop its own marketing staff as well as its own
distribution channels to maximize its profits.
Proper Research & Development programs found a bright scope for the further
improvement of urea quality as well as for the development of new fertilizer products.
Also further determining the needs of local farmers, etc.
Threats:
Competitors
The fertilizer companies like Fatima fertilizer and ENGRO Chemicals(Pvt.) Ltd in fertilizer
market, pose an apparent threat for the market share of FFBL.
The company staff is shifting to new companies in urea business as they are offering
better salary packages and facilities. This creates a window of opportunity for the
competitors to take advantage of a situation and to poach the executive talent and
skilled labor from the company. If this situation is not handled at the moment, the BEST
and BRIGHTEST may be the first to leave.
Depleting Natural Gas reserves in Pakistan
FFBL utilizes Natural Gas as the most important raw material for the production of
Ammonia; which is the major input for the production of Urea and DAP. Due to
depleting natural gas reserves in Pakistan the price of gas is constantly increasing which
poses a certain threat to fertilizer industries in Pakistan.
Unstable economic and political conditions are largely effecting the agricultural
production of Pakistan, which subsequently poses a threat to the Fertilizer Industry.
People are at the heart of an organization. Thus, a good understanding of how changes
are typically perceived and experienced by people will help leaders of transformations play
their role more effectively. Importantly, leaders cannot assume that others share their
perspective of the transformation.
Kurt Lewin's force field analysis change model describes a similar situation. The force
field analysis is a method to:
Investigate the balance of power
Identify the key players involved in decision-making
Identify who is for and who is against change
Identify ways to influence those against change
In an organization, change is a bit more complicated; there are driving and resisting forces at
work. Driving forces are those seeking change. Resisting (restraining) forces are those seeking
to maintain the status quo. The goal for the driving force is to gain equilibrium, or a balance of
power. Resisting forces control the status quo, while driving forces seek change.
Sociologist Kurt Lewin developed a 'force field analysis' model (1951) which describes any
current level of performance or being as a state of equilibrium between the driving forces that
encourage upward movement and the restraining forces that discourage it. Essentially this
means that a current equilibrium exists because the forces acting for change are balanced by
the forces acting against change.
The driving forces are (usually) positive, reasonable, logical, conscious and economic.
The restraining forces are (usually) negative, emotional, illogical, unconscious and
social/psychological.
Both sets of forces are very real and need to be taken into account when dealing with
change, or managing change, or reacting to change.
Increasing the driving forces is not enough for change, as the restraining forces remain
in place, and as long as they remain in place it becomes harder to use the driving forces. An
analogy is when you push against a spring; the more you push, the harder it becomes and as
soon as you stop pushing the spring reverts to its previous position (after having sprung past
that point). Therefore unless both the driving and restraining forces are balanced a kind of yo-
yo effect results; a change and then a reversion back, and then a change, and then a reversion
back, and then a change, et cetera, et cetera. It’s important to note that the restraining forces
may not be conscious – i.e. they should not be regarded as being deliberate attempts to
subvert change (although they may be).
Lewin suggested that change would be easier and longer lasting if the forces against change
were reduced, rather than the forces for change being increased. He also mentioned that
modifying the forces which maintain the status quo may be easier than increasing the forces for
change.
This simple model provides complete information on the stages that FFBL has gone
throughout its change process. Since, the inception the company had to go through various
phases to apply the changes practically throughout, the organizations’ structure and its
processes.
In the early 2009, when the competition was very high and technology was evolving rapidly,
and those organizations whom grasped the technology at the right place and time, became the
pioneers and lead them to a attain the technological edge in the highly competitive market.
Speaking of the fertilizer sector, the competition is fierce, amongst the local and international
manufacturers. After 2007, there was a boom in the fertilizer industry, there were a lot of
Foreign direct investments and the Government policies also encouraged the local
manufacturers to invest in Fertilizer Industry. FFBL started to suffer losses as it lacked behind in
responsiveness to the demand uncertainty and was not vibrant to the changes in the
environment. Unfreezing and getting motivated for the change is all about weighing up the
'pro's' and 'cons' and deciding if the 'pros' outnumber the 'con's' before you take any action.
This is the basis of what Kurt Lewin called the Force Field Analysis, According to our
interview with the manager, all these details were addressed accordingly to ensure the success
of the change implementation program.
At FFBL, transition was the inner movement or journey that it took reaction to a change.
This second stage occurred as FFBL thought these changes were needed. At FFBL, employees
were 'unfrozen' and were moving towards a new way of being. That said this stage is often the
hardest as people are unsure or even fearful. Our manager related the example of imagining
bungee jumping or parachuting. He was of the view that employees might be convinced that
there’s a great benefit for them to make the jump, but now they find themselves on the edge
looking down. Scary stuff! But when they do it they may learn a lot about themselves.
This is not an easy time as employees at FFBL were learning about the changes and need to
be given time to understand and work with them. Support was really important here for the
FFBL employees and it was in the form of training, coaching, and expecting mistakes as part of
the process, while learning and certifying of SAP software.
According to the manager, the using role models and allowing people to develop their own
solutions also help to make the changes across the organization. It's also really useful to keep
communicating a clear picture of the desired change and the benefits to people so they don't
lose sight of where they are heading. Then these changes are accepted and soon become the
new norms. Employees form new relationships and become comfortable with their new
certified routines and practices with the SAP software and then the system will become
refreeze.
Tackling the resistance towards change, introducing the change and new processes into the
organization system, this phase was very crucial for the success of the change implementation.
As it lead the company; to be molded entirely into the new system. Following this process, the
company had to be restored as per the new structure and system. FFBL took some time period
to attain this position but it swiftly went through all these three steps i.e. unfreezing, moving
and refreezing. And consequently the change implementation program at FFBL was true
success.
2) The FFBL management made fundamental process improvements. In each case there were
different solutions to the seemingly-contradictory demands of work and learning, The short-
run business results and long-run process improvements.
For FFBL, it is understood by the management very well, the ability to learn better and faster
than its competitors is an essential core competency. FFBl being a learning organization can be
recognized from the outside by its flexibility in changing how it relates to the external world
and how it conducts its internal operations. It can be recognized from the inside by an
consensus among its groups in which learning from challenges and mistakes is key learning .
While successful results are very important to learning organizations -- typically they set very
high standards -- they recognize that often success is only achieved after initial mistakes, and
what people learn from those early mistakes is often the key to eventual success.
At FFBL employees must learn from everyone's mistakes in the industry, not just their own. It is
too costly to have people repeating mistakes that have already been made by others , this was
exactly the case that FFBL was facing at that time . A story from FFC a subsidiary organization of
FF, tells of a very worried manager going in to see his boss right after the failure of the big
innovation project that he had headed. Wasting no time, he said, "I suppose you're going to fire
me" . "Why should I do that," replied the boss, "when I've just invested 6 million in your
department development ?"
That incident reflects several ways of thinking that are characteristic of a learning organization:
important learning comes from mistakes -- once they have been properly analyzed; this form of
learning is at least as important as formal training, and a company must take good care of the
people who develop this knowledge.
The FFBL management, when bought this reactive change to its systems and processes, faced a
lot of issues and tackled them effectively. This was a major change in terms of technology, a big
challenge to break the existing systems and bring in the new structure, processes and
technology. The implementation of THE ERP program of SAP was a major challenge in terms of
acceptance of the new systems, learning new technology, this created learning anxiety among
employees of FFBL, especially the old employees perceived this as a major challenge to learn
and implement new systems and forgo the conventional systems. The management and all the
stakeholders at FFBl learned from their mistakes, they were open to criticism feedback, and
learning this enabled them to survive the challenges throughout the change implementation,
and execution.
During the execution phase of the change programs mostly the Organizations fail because they
anticipate the resources ineffectively, and cause exhaustion to the company resources. FFBL did
a lot of anticipatory research, the financials needed were very well estimated, It took almost 3
years to implement and execute the Program effectively organization wide, and the cost
incurred were extremely high as evident as SAP implementation is the costliest process to any
company. According to researches many Businesses fail while implementation of the Project of
SAP as it exhausts so muh of company’s resources many Organizations go bankrupt.
According to the FFBL management, and the SAP certified professionals working at the
Organizations, the TOTAL COST INCURRED TO IMPLEMENT THE CHANGES AND IMPLEMENT THE
SAP PROGRAM WAS ESTIMATED TO BE 85 Million DOLLARS. The management was of the view
that only the implementation is not the major cost center there are major other costs
associated with this execution of the project afterwards too, The costs of training , making the
employees learn the new systems, and maintaining the technical back end office and
certification fees etc, and license renewal these all are continued costs following the SAP
implementation at the Organization. According to the SAP Certified professionals there are
various questions to be answered, and issues to be addressed, they are listed under as
following:
Geographies – the implementation of SAP Business One going was to cover multiple
territories or countries. There were likely to be different set-up and configuration
requirements based on the different legal and fiscal requirements for each country.
Another potential complexity with multiple country support is different language sets.
SAP Business One offered support in multiple languages covering multiple legal and
fiscal requirements –it was of great help for FFBL that were looking to expand overseas.
Data conversion – Since FFBL was not a start up, it was highly likely that it had to convert data
from its legacy system.
In FFBL and According to SAP solutions, Data conversions are categorized into two broad
categories – master data and historical data. SAP Business One offered a Data Transfer
Workbench (DTW) module which assists with the upload of master data. There is still some
work to be done – export data from your legacy system, check data, import into SAP Business
One and reconcile / check data again. From a pricing / implementation point of view the real
relevance with regards to data conversions is whether or not there is a requirement to export
historical data and if so does the historical data need to be imported in summary or detail
format.
Reporting – SAP Business One offers many standard reports and Dashboards. Even so it is highly
likely that you will want some reports changed or custom written. The number and complexity
of reports to be written to your specific requirements will have an impact on the days (and
therefore price) to implement SAP Business One. Report development pricing can be
substantially reduced by considering platforms like SAP HANA.
Training – how many people need to be trained? Will training be on-site or off-site and will site
specific user notes be required. Many companies adopt a “train the trainer” approach where
Leverage Technologies is responsible for training super users of the customer. These super
users then train other users in the team. This approach helps reduce implementation pricing for
remote and distributed sites.
Business Processes – sound obvious but is sometimes overlooked. If your business processes
are very specific to your industry and your requirements are outside of the standard
functionality offered then extra days consultancy or system development will be required. The
suggestion is always to try and keep the initial implementation as simple as possible. This will
reduce your upfront implementation costs whilst providing you with a platform for further
growth.
User skill set – the skill level of users (including accounting, business knowledge and general
computer skills) are all factors in determining how long it will take to implement SAP Business
One in your business.
Project Management – the amount of project management required will vary dependent on the
factors listed above.
In summary – there are a number of questions to be answered before being able to give a cost
to implement SAP Business One. Answer the eight questions listed above and you will get a
much better idea of the days required for implementation.
Communicating Change Message
A learning organization like FFBL, is good at two kinds of learning: good at creating new
solutions and good at sharing knowledge with other members who may needed it. At FFBL,
there had to be openness to new ideas, wherever they come from, and to sharing knowledge
for the good of the business -- setting aside the embarrassment over sharing one's mistakes
and the reluctance to ask for help or to borrow someone else's solution. According to manager
we interviewed MR. Hassan Ali Wasti ;
It is not just individual attitudes that have to change, though, it is also the policies and patterns
of FFBL management behavior that make it harder for employees to be good learners and
sharers. When employees can trust that their bosses will not penalize them for revealing
mistakes or for seeking help with a difficult problem then there will be more organizational
learning and better solutions to be shared.
Like in every learning Organization, Lack of openness in the workplace is very costly. Design
engineers at FFBL of SAP Solutions, who say nothing about the problem they cannot solve run
the risk that, when they do solve it, they will require other key parts of the design to be
changed. And by that time others have made costly investments in tooling that must now be
scrapped, compounding costs and delays.
In one of the cases we studied, the FFBL new Process design project at a leading Fertilizer-
maker, major cost savings were achieved (over $60 million) through their ability to confront and
change this powerful pattern of mainaining old conventional file systems , a long-standing part
of their workplace culture. And processes.
They recognized that this tacit norm was based on deeper-lying assumptions (shared by all of
them) about what is expected from "a good design engineer" and that those "mental models"
were reinforced by the behavior of managers who consistently chastised and humiliated
engineers who brought up unresolved problems. So, naturally they concealed their problems
while shifting to the new system, reporting nothing, until they were close to a solution. During
the FFBL change process, it’s top managers learned to see how their own behavior was
creating results they did not want and they learned how to behave differently and get better
results -- both in terms of cost savings and in the satisfaction they all derived from their work.
With less blaming, there was more trust, openness, and better results. In order for the
engineers to learn new ways of behaving, though, their bosses first had to learn new ways of
supervising.
The key feature at FFBL was , what such a workplace looks and feels like. Keeping focus on the
change process: how to become more like a learning organization. According to the interviews
conducted,
One of the first steps in the transformation is for members of the FFBL to begin to change how
they think about organizations, for those mental images affect how people act at work and that
is what needs to change
The change message at the company was communicated very effectively through keeping in
mind these factors and addressing the step by step :
From what to what? To Tell the specifics of what will be different in how
What does this change meant for at FFBL?
Will this make a difference? Is there a good business reason for doing this? How will this
help the business and its competitive position in the market ?
How will success be measured at FFBL following the change process? If the company
can’t measure success, how will you know that there has been a return on FFBL’s effort
and investment? And how will they know whether to reward or hold whom
accountable for theirparticipation?
What is the support level for this change? Do the top, middle and lower management
accepting and taken into confidence while bringing this change.
Similarly communicating change to the stakeholders at FFBL was of great importance as well to
ensure the success of change implementation, the company management took into account
these steps while communicating change to its stakeholders
Stakeholders are the groups and individuals who will be influential in the success of
organizations change plans. It is often the skill with which they communicate, consult and
involve these people which will determine the success of their change initiative.
For a successful change employees need to understand who their stakeholders are, like at FFBL
they have various stakeholders involved , their Plant engineers, management levels in FFBL,
Farmers who are the end users of the products of FFBL, and The society and the Government
authorities, shareholders.
•How will they measure the success of this change at FFBL ? What is it that they want to see in
Future at FFBL?
Communicating change to stakeholders plays a very pivotal role in determining the successful
implementation of the change program , Key considerations in planning communication about
the change.
At FFBL, just like any other company All change agents express enthusiasm, warmth, and
confidence — in the change program implementation. It is especially crucial for leaders to
communicate congruently –this is exactly what was done at FFBL, by its top management, that
was , to align the spoken word with body language that supports an intended message.
Then there is the matter of timing which is of very much importance while executing change at
any organization. If a leader’s gestures are produced before or as he is talking about the
rationale for change, he appears open and confident that this change is likely to succeed.
When developing the change communication strategy FFBL top management greatly believed
in what they wanted to say was in align with what the employees wanted to hear.
Conclusions
Following the change implementation keeping a follow up on the change program is very
important to maintain, until and unless it is done effectively the change execution cannot be
undertaken successfully.
Monitoring and controlling the effectiveness of organizational change activities are often more
difficult ,given their emotional and typically subtle nature. How do we know that individual
employees are accepting the change or are we about to experience a resistance? How do we
know that the impacted organizations have been able to adapt and accept the changes, or are
the supporting roles, processes and procedures going to undermine or undo all of our efforts?
How fast can we expect a change-averse culture to change? These all are key questions that
need to be answered while evaluating the change program at FFBL
The big difference is in how the monitoring and measuring is done. In the case of the technical
component, like implementation of SAP program at FFBL, it is very necessary to establish a
performance standard and collect empirical data which measures performance against that
standard. If the standard is met we’re in the clear, if not it triggers alternative plan.
For example, like at FFBL considering the project of first indication that training or change
management were not successful when a major business process (like extracting data out of
legacy and converting to SAP cannot be executed.
FFBL on a regular basis keeps a track on the change program which was the implementation of
SAP Solution ERP program, replacing the conventional Legacy system and automating the data
systems maintenance. This evaluation analysis is done through regular basis through surveys,
testing results and regular feedbacks from all the concerned stakeholders.
In conclusion, organizational changes and the management of those changes can be a critical
component for project success. Great attention is required to understand what organizational
changes may be required and their impact to both organizations and individuals.
Understanding the nature and scope of these changes enable the project team to more
effectively plan, execute, and monitor their execution and effectiveness of the implementation
of SAP Program at FFBL.
References:
http://www.ffbl.com/links.htm
http://www.change-management-coach.com/kurt_lewin.html
http://www.transworldnews.com/1099784/c1/fauji-fertilizer-bin-qasim-limited-ffbl-company-
profile-and-swot-analysis-new-company-profile-report
http://www.scribd.com/doc/29506466/FFBL-Management-Report
http://cjni.net/journal/?p=2888
http://www.bos.com.np/index.php?option=com_content&view=article&id=95:benefits-of-
using-sap-for-your-business&catid=34:articles&Itemid=5
http://www.change-management.com/tutorial-job-roles-mod2.htm
http://education-portal.com/academy/lesson/kurt-lewins-force-field-analysis-change-
model.html#lesson
https://www.cscollege.gov.sg/Knowledge/Pages/The-Role-of-Leadership-in-Organisational-
Transformation.aspx
http://www.bia.ca/articles/chng-managing-resistance.htm
http://www.freibergs.com/resources/articles/change/why-people-resist-change/