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  • Developing Change Capable Organizations: Group 3

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    Group 3 is focused on developing change capable organizations. Charles Darwin's quote emphasizes that the most adaptable species survive. While there is a large amount of literature and training on change management, organizational change projects still have a high failure rate of 70%. Half of non-financial S&P 500 companies did not survive from 1988 to 2007 due to an inability to change. CEOs recognize the need to act on insights and unleash innovation from all employees to better adapt to changes. HCL Technologies demonstrated how to build change capability by growing revenue 30% annually after empowering employees to drive innovation from the bottom up. Building sustainable change capability depends more on how change is approached than what specific actions are taken.

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    Developing Change Capable Organizations

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    Group 3 is focused on developing change capable organizations. Charles Darwin's quote emphasizes that the most adaptable species survive. While there is a large amount of literature and training on change management, organizational change projects still have a high failure rate of 70%. Half of non-financial S&P 500 companies did not survive from 1988 to 2007 due to an inability to change. CEOs recognize the need to act on insights and unleash innovation from all employees to better adapt to changes. HCL Technologies demonstrated how to build change capability by growing revenue 30% annually after empowering employees to drive innovation from the bottom up. Building sustainable change capability depends more on how change is approached than what specific actions are taken.

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    10 views11 pages

    Developing Change Capable Organizations: Group 3

    Uploaded by

    Anonymous I6S5wb
    Group 3 is focused on developing change capable organizations. Charles Darwin's quote emphasizes that the most adaptable species survive. While there is a large amount of literature and training on change management, organizational change projects still have a high failure rate of 70%. Half of non-financial S&P 500 companies did not survive from 1988 to 2007 due to an inability to change. CEOs recognize the need to act on insights and unleash innovation from all employees to better adapt to changes. HCL Technologies demonstrated how to build change capability by growing revenue 30% annually after empowering employees to drive innovation from the bottom up. Building sustainable change capability depends more on how change is approached than what specific actions are taken.

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    © All Rights Reserved
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    of 11

    Group 3

    Developing Change Capable Organizations

    It is not the strongest


    survives, nor the most

    of the species that

    intelligent

    It is the one that is the

    adaptable

    to

    change.

    most

    Charles Darwin

    On Change

    83,000
    Books on change management ( source: IBM change study 2010)

    70%
    Failure rate for organizational change projects a statistic that has

    stayed constant from the 1970s to the present!

    2/3
    Non-financial S&P 500 companies didnt survive from 1988 to 2007!

    50
    Times more change happened in last 20 years than previous 100!

    Today 2013 I Data Speaks


    Countries:

    15
    CEOs:

    1,500

    Reasons for Org failure

    Mindset &
    Attitudes
    23%
    42%

    35%
    Industries

    18

    Corporate
    Culture
    Lack of
    SMT
    support

    Source: IBM CEO Study 2008/Revised 2010

    Change Capable I Data


    Speaks

    When to change?

    CEOs Speak

    Of course we need better


    information and insight,
    but what we need most is
    the capability to act on it.
    Unit Head, Government, Hong Kong SAR

    How do you unleash the


    innovative power of the
    people who deal with your
    customers every day?
    CEO, Insurance, United Kingdom

    Source: IBM CEO Study 2008/201

    On Change Capability Learning from HC

    Introduced change at 30% YOY CAGR in 2005


    $700 million in earning I 30,000 employees in 2005

    I fully believe that the trust between the employees and the
    management is at its poorest.
    The only way you can bring innovation to the centre stage of the
    company to grow faster in the economic turbulent time is to get
    innovation going at the bottom of the pyramid to employees.
    Vineet Nayar
    Ex-CEO , HCL Technologies

    HCL
    Turnaround

    AS AT 3X REVENUE GROWTH WITHIN 4 YEARS

    S ONE OF THE VERY FEW COMPANIES TO GROW IN 2008-09

    A WORKPLACE WITH HIGH ATTRITION , IT BECAME THE NO.1 EMP


    DIA , ASIA & U.K

    ME FORTUNES THE WORLDS MOST MODERN MANAGEMENT

    ME TOP 5 EMERGING COMPANIES TO WATCH BY BUSINESS WEEK

    Its not what you


    do
    But the way that you
    do it !

    Building Sustainable Change Capability

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