Organisation Problems

Unable to Tackle recession. Employees lost faith in Senior Leadership, Company doesnt spend on infra and developing employees (Eg. BFSI) ABIT GS Failed to meet client expectations except SAP projects Slow response time Requests from employees not considered led to higher attrition Turn around time very low Line Managers blamed Training. Training team blamed recruitment As per employees, acquisitions like MDX were mismanaged. Unclear responsibilities, lack of proper technical teams, resource availability, ego clashes etc.

Vineetas Issue
Did not want to report to Vinay, but to Merchant directly Feedback given by Merchant regarding her behavior in the team wasnt taken well as it came to her very late Resigned Indifferent attitude during notice period affected GTX functioning

Possible Model Elements

1. 2. 3. 4. 5. Governance and Management Design and delivery Technology and Infrastructure Organisational alignment Culture Vision Mission Values not clear Decision Making across heirarchies Engagement levers PMS Timely Feedback Career Pathing Exit Policy/Retention Strategies Culture/Employer Branding Structure (Matrix instead of Divisional) Reverse Mentoring

2 fold approach/solution 1. Immediate for the current situation 2. Long Term Preventive and sustainable

Organization wide problems

Belief in Leadership 1. Poor infrastructure 2. No value to employee requests 3. Lack of interest in developing employees

Organization wide problems

Organisational Problems
Unclear Vision and Values 1. Mismanaged Acquisitions 2. Unsatisfied client expectations 3. Unclear Responsibilities 4. Ego Clashes Structure and Processes 1. Untimely feedback 2. Shifts without discussions 3. Decision Making Involvement

4. Recruitment and Training

5. Functional Silos

Employee Dissatisfaction 1. Poor infrastructure 2. No value to employee requests 3. Lack of interest in developing employees 4. Belief in leadership

ABIT State of the Organisation

CURRENT STATE DESIRED STATE

Following Conflict Avoidance Divisional No one is managing my career Slow/Unresponsive Parent/Child

Leading Honest Debate and discussion Centralization Clear career path knowledge Speedy/Responsive Adult/Adult

No clear vision and priorities Strategic Shortsightedness

Symptoms Mismanaged Acquisitions Unsatisfied client expectations

Leadership

Decision Making & Structure

People

Work Processes and Systems

Culture

Reduces Responsiveness to environment Unclear Responsibilities

Untimely feedback
Decision Making Involvement Lack of interest in skill development poor infrastructure Functional Silos and Conflicts No value to employee requests Belief in leadership Employer Perception VINEETA's ISSUES

Discontent over reporting structure

Feedback about past performance Handling separation

Pillars of Total Productive Maintenance

Jishu Hozen Planned Maintenance Education & Training Quality Maintenance Safety Health & Education Office TPM

Inclusive Decision Making

Inspiring Leadership Education Exposure Experience Decision Making Networking Exchanging Information Cooperating Sharing resources Collaborating Enhancing capacity of another to achieve goals
Encourage opinions Clarify doubts Consult and debate

Culture

Communication Strategy for Change Management

SYMPTOMS Mismanaged Acquisitions Unsatisfied client expectations Reduces Responsiveness to environment Unclear Responsibilities Untimely feedback Decision Making Involvement Lack of interest in skill development infrastructure Functional Silos and Conflicts No value to employee requests Belief in leadership Employer Perception VINEETAS ISSUES Discontent over reporting structure Feedback about past performance Handling separation

Leadership

Decision Making & Structure

People

Work Processes & Systems

Culture

Desired

Leadership

No clear vision and priorities Strategic Short-sightedness New Leader Hope for change
Top down approach Directive Unclear and lengthy Poor coordination among functional teams Many hierarchical levels Inadequate training /development opportunities Ineffective Performance management High Attrition Negative Perception

Inspire action by setting a clear vision Higher involvement

Inclusive Consulting Speedy and effective Inter departmental coordination and alignment Developing with changing business environment Timely PMS with adequate feedback Retention strategies Internal employer branding

Decision Making and Structure

People

Work Processes and Systems

Culture

Ill-defined work processes Scarce resources Poor Requisition/Grievance handling

Fire-fighting/Reactive (Diagram)

Well defined projects and processes Proper planning and allocation Effective systems for handling grievances and feedback
Proactive (Diagram) Customer Oriented

RIIPE Reforming Work Processes Inspiring Leadership Inclusive Decision Making Performance Culture Enhancing Capabilities

Communication Strategy for Change Management

CURRENT STATE
No clear vision and priorities Strategic Short-sightedness New Leader Hope for change Top down approach Directive Unclear and lengthy Poor coordination among functional teams Many hierarchical levels Inadequate training /development opportunities Ineffective Performance management High Attrition Negative Perception Ill-defined work processes Scarce resources Poor Requisition/Grievance handling Fire-fighting/Reactive

DESIRED STATE
Inspire action by setting a clear vision Higher involvement of Leaders

Leadership

Decision Making and Structure

Inclusive Consulting Speedy and effective Inter departmental coordination and alignment Developing with changing business environment Timely PMS with adequate feedback Retention strategies Internal employer branding Well defined projects and processes Proper planning and allocation Effective systems for handling grievances and feedback Proactive (Diagram) Customer Oriented

People Work Processes and Systems

Culture

Long Term

Immediate