Capability Building for Business Impact

Proposal
Self As a Manager of Change
(Skilling Change Ambassadors)

13/01/2022 Capability Building for Business Impact

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April, 2020
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 Table of Contents

Our Understanding of the Need

Recommended Development Model

Development Framework

Learning Journey

Framework to Workshop Learning Structure

Samples of Learning Tools, Models & Assessments

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 Need Understanding
What is our ‘Understanding Of Need’ ?
Background of Organization
 Glenmark is a leading integrated research-based, global pharmaceutical company with 14 manufacturing facilities and
3 R&D centers dedicated to the goal of enriching lives across the globe. It has a significant presence in markets across
emerging economies including India.
Our Understanding of the Initiative
 The target group is SM-4 & SM-5 (ICs + PMs) who are at the receiving end of ‘change’.
 Their understanding & absorption of change impacts their work conduct & has a cascading effect on others workplace
conduct
 They set the pace of the change and are in-spirit the agents of change

Our Understanding of the Need

 This group of managers need to understand the Concept of Change & be ready for “new ways”.
 Beyond understanding, appreciate the compelling ‘Why’ of the change that impact their tasks, timelines, deliveries.
 Comes out of the fatal myths of ‘certainty’ and begin to appreciate that business processes are characterized by
‘dynamism’.
 Identifying the ‘What’ behind the change and internalizing the ‘necessitating factors’ behind the change.
 Making them aware of their ‘Role-Taking’ behavioral patterns amidst change
 To help this group develop the skill of anticipating change and communicating it.
 To help them understand their emotional response to change
 To give them skills to outgrow discomfort and be Ambassadors of change and not Barriers of change
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 Recommended Development Model

Individual & Organizational Change Synergy Model

EXTANT TRANSITION FUTURE

Stages of Organizational Change

Business
Synergy
Results
Understand the Change Eagerness to Change Apply & Practice the skills

Need to Change Skills to Change Sustain the habit

Phases of Individual Response to Change
Resistors Ambassadors

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 Recommended Development Model

The Principles : Individual & Organizational Change Synergy Model

Key Principles on Individual Thus, Key Focus is on
Individual Change Response Model

• Individual is a ‘Stance-Taking Entity’ Understand the Change -U

• Individual is the ‘Influence’ Need to Change -N

• Individual is the Unit of Collective Eagerness to Change
-E
• Individual change response-skills determine Skills to Change -S
Institutional Change Agility
Apply & Practice the skills -A
• Individual is the Resistor or the Ambassador Sustain the habit -S

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 Development Framework
Change Response-Skill Development Framework
Role Sensitivity

Change Coaching
Skills

Personality Change Ambassador Climate of Business Results

Traits Managerial Style & Conduct Change Readiness Achieved

Change Derailment
Factors
Critical Behavioral Response
to Manage Change

PERSONAL CHANGE EFFICACY FOR BUSINESS RESULTS

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 Learning Journey
Learning Journey : Change Response-Skill Development Framework
“Workshop Day 3”
Styles & Conduct to Manage Change,
Creating Change-ready Climate,
3 Coaching Skills, Derailment Factors

“Workshop Day 1”
Assessments Scores, Role Sensitivity,
First 30-day Agency, Concepts of Change
Reinforcement,
Recap (Optional) 2
1

“Workshop Day 2”
Recap, Concepts of Change, Critical Pre-work
Assessments
Behaviors to Manage Change, Coping
with Change
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 Framework to Workshop Learning Structure
Developing Change Ambassadors : Day 1
Module Learning Objectives Learning Outcomes Methodology/Tools Duration
Diagnostics,  To help them know the current level of  Personal Change-Agility Trait Assessment Scores (CAT Scores)  Psychometric Assessment
Assessment & psychological readiness to be Change  Understand each of the 7-CAT dimensions in details to apply  Interpretation of CA Scores
Scoring of Change- Ambassador of Glenmark at workplace Arrive at SM-4, SM-5 CA 1.5 hours
 
Agility Assessment  Desired level to reach to be Change Ambassador  Learns how the 7 CAT Scores helps build capabilities to Index
Instrument  To help them recognize that usual functional Manage Change beyond daily functional responsibilities  Conceptual Inputs
managerial mindset is different from Change  Develop ability to distinguish between the behavioral traits  Group Activity
Ambassador mindset and identify the internal shifts to be made
 To know if one is mentally equipped to Manage
Change

Role Sensitivity to  To help them understand the role of a Change  Learn the skill of Being in the Role  Conceptual Input  1-hour
be a Change Ambassador  Understanding and Communicating Change wearing the Role  Frame-Analysis Method
Ambassador  To help them Skills and qualities required to be hat
embrace, adapt and facilitate change  Ability to adopt a stream of thought, view & expression that is
‘integrative’ resulting is trust & confidence in people
 To help them know that ‘Role Taking’ during
Developing a Sense change needs acts beyond daily managerial
responsibilities  How to be an Agent of Change  Conceptual Inputs
of Agency in  1-hour
changing scenario  To help them learn the skill of agency : develop  10 Behavioral Characteristics of Successful Change Agents  Case Study
capacity to Act and not Watch
Introduce Concepts  Understand and internalize the Concept of Change  Caselet :Business Myopia  45 Mins
of Change
 Gets to know the Concept of Change through the lens of  Conceptual Input
 To give them Conceptual Understanding of Agility & Readiness  (TBC in next
Change Process  Linking to PCA Scores class)
 To help them answer –”Where does resistance  Develop thinking skills to appreciate Business Mandates &
originate in me and how” ? VUCA realities
 To familiarize them with the Paradox of Change :  The Cycle of Change
Constant Cycle

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 Framework to Workshop Learning Structure
Developing Change Ambassadors : Day 2
Module Learning Objectives Learning Outcomes Methodology/Tools Duration
Recap :  To help with ‘Retention by Recollection’  Recap Personal Change-Agility Scores  Quiz
 To re-energize and initiate continuity  Recap 7 Dimensions of Change Agility  Mini Presentations (Prized)
 To push Concepts to Unconscious Long-Term  Drive the understanding of Role & sensitize Role-Taking to  Reflective Sharing  20-25 Mins
Memory Manage Change  Workplace insight
 Remind ‘Frames’ and seek response on personal broken
frames again
 Drive retention of Change Ambassador

Concepts of Change  Process of Change and its stages  Handout  2.5 hours
‘Continued'  Individual Change & Institutional Change : Stages & Phases  Conceptual Input
 To help them understand the Process of Change  Emotional Responses to Change  Group Activity on any one
 How Manager’s ‘Forecast and Prepare’ for change  Breaking Self-Level Barriers tool for practice
with reasonable accuracy  Practice Contextual
 Overcoming organizational barriers to facilitate change
 To help them identify Barriers : Self, Group Calibration of
 Change Forecasting Tools : 4P-DSE Tool, 4-Stage Forecasting
 To understand the role of Contextual Communication Tool plus more two more tools. Communication
 Contextual Calibration of Communication for Change

Critical Behavioral  To help the know the source of Self-Response to  Learns about Self, in terms of ‘why I respond, the way they  Conceptual Input  1-hour
Response Change respond’ to Change  Individual Activity on Self-
to Manage Change  Nature, reasons & manifestations of ‘Emotional  Learn the Onion Model of Self-Response to Change Level Application of Onion
Discomforts’  Use the Onion Model of Self-Response Model of Change Response
 Breaking FEAR Myths  Group Activity on
5 Typical Sources of Fear Application of Onion Model

of Change Response

Coping With Change  NEXT PAGE

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 Framework to Workshop Learning Structure
Developing Change Ambassadors : Day 2 (Cont.)
Module Learning Objectives Learning Outcomes Methodology/Tools Duration

 Conceptual inputs  1-hour

 To help them emotional techniques to deal and cope  Learn the 5-Cognitive Coping Technics that Managers use to  Reflective Sharing
Coping With Change with change deal with Change
 Help them develop Individual Strategies for coping  How to Develop Self-Resilience
with Org Transition
 Help co-workers develop Enthusiasm & Hardiness amidst
Change

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 Framework to Workshop Learning Structure
Developing Change Ambassadors : Day 3
Module Learning Objectives Learning Outcomes Methodology/Tools Duration

Change  To know the Change Manager’s Styles to  Learn and initiate to practice 7-Change Manager’s  Assessment  1.5
Ambassador’s successfully manage change Style  Conceptual Input hours
Managerial Style  To know the 6 Change Manager’s Styles  To learn when to use which style in what  Group Activity on Style
& Conduct  To know the Change Manager’s conduct for Dissonance Area & situation to display visible Identification through Role Plays
facilitating Change Change Managership
 To learn the impact of each of the 7-CMS

Creating &  Learn which of the 7-CMS gives rise to what type of  Conceptual Inputs
Climate during Change
Managing the  To know that Managing Change is Managing Climate  Small Group work on ‘Match-the
Change Ready  Learn to identify and practice those Change  1 hours
 To know the 7-Change Climate Dimensions Manager’s Styles that would generate Change Agile
Matrix’ of 7-CMS & 7-Change
Climate Climate Dimension
Climate at Glenmark

Coaching Skills  To know the efficacy of coaching as method for  To learn the practice of coaching steps and apply  Conceptual Input  Only
for Managing Managing Change them to workgroups to generate synergy  Demonstration touch &
Change  To learn to demonstrate active Change Coaching  Practice GROW Model refer
 To know the fundamentals of coaching that Skills that addresses individual and group level  15 mins
attempts to convert Resistors to Facilitators ‘Discomforts.’
 GROW Model
 To learn to use coaching that supports building
Change-friendly Climate at Glenmark

Change  To internalize and be aware of inability to Change  Be familiar with the Symptoms of CDFs  Conceptual Input  30 Mins
Derailment  “What are the factors that can derail me as a  Learning to observe, identity and predict CDFs
Factors (CDFs) Manager of Change?  Develop skills to mitigate CDFs at Self level,
Interpersonal level & Group Level

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 Some Samples

Change Manager’s Style & Climate

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 Some Samples
How Manager’s Forecast Change?

ess My op ia
Busin
hange
to fo rthcoming C
an a ger ’s b ecome Blind
Ho w M

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 Facilitator Profile-1
Mr. Baalmiki B
(21 years of experience. COO, Ex- Sales Head, Ex-IIM Indore,
Award winning facilitator, Speaker, Author, NLI Certified
Coach)
Career Summary:
In a professional career spanning more than 20 years , Baalmiki has got experience in a
wide range of consulting and people development areas including strategy development,
change management, leadership development and sales capability building. His
experience is a result of his rich exposure to many industries including Auto, Banking,
Financial Services, FMCG, Manufacturing, Healthcare and ITeS, in both India and abroad
in which he has done both consulting and development assignments.
Prior to his ongoing tenure in GrowthSqapes, Baalmiki has led both business and
delivery operations in the consulting space as well as the L&D function in organizations
of international repute in the space of Manufacturing, ITES, Banking, Insurance and
Consulting . His last stint being the Practice Head of a L&D consulting firm with an
international affiliation where he led many client initiatives in multiple industries in
both domestic as well as international markets.
Facilitator Experience:
As a certified Master Facilitator, Baalmiki has facilitated sessions to more than 8000
people via workshops conducted in India, Sri Lanka, South Africa, Thailand and Malaysia
that is tantamount to more than 10,000 facilitation hours. He has conducted workshops
for Sr. Management members in the areas of Strategic Thinking, Strategy Execution,
Leadership Competency development, Change Management, Customer Centricity,
Consultative Selling, Key Account Management and Sales Leadership.
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document
. in any manner whatsoever is strictly prohibited. ©GrowthSqapes, 2020. All rights reserved
Over the last 5 years, he has been helping both young and matured leaders develop their
own capability and to execute the strategy via the teams they lead. In the recent past,
Baalmiki has also started coaching leaders in the area of competency development.
Current Profile:
Baalmiki currently works in GrowthSqapes as it’s COO and is involved in consulting and
organization capability development projects in the areas of Leadership Development,
Strategy Creation & Execution and Sales leadership
Industry Experience:
Prior to joining GrowthSqapes, Baalmiki had worked with GE Med Systems (in the USA
HQs) and in leadership roles in ICICI Prudential Life , Citigroup, ING bank , IndusInd Bank
and InspireOne Consultants.
Key Areas of Expertise :
• Strategic thinking & Execution
• Change Management
• Leadership Competency Development
• Emotional Intelligence
• Consultative selling & Key Account Management
• Sales Leadership
Educational and Professional Qualifications:
Baalmiki has a background in Commerce & Economics at the Graduate level from Delhi
University. He holds a PGDBA from the FORE School of Management. Additionally, he is a
Licentiate from WHRB and a Fellow In L&D from WHRB-IIM Indore. He is certified in the
HPB Leadership Framework from IBM-Kenexa and Emotional Intelligence from TMI,
Denmark. He is also a Certified Coach from the Neuro Leadership Institute, USA
 Facilitator Profile-2
Dr. Pete Harpum
(25 yrs+ exp, Fortune 500 Management Consultant,
Tavistock Graduate, multi-sectoral expertise International
Faculty)
Career Summary:
In a professional career spanning over to 25 years, Dr. Harpum has worked as a
management consultant, post-graduate educator, and leader of organisational
transformation. Dr. Harpum has been a catalyst for change, and leader of,
organisational transformation, working with CXO level roles in global organisations
as a management consultant, and educating mid - and senior-level executives at
world leading universities. He has deep insights on the conscious and unconscious
life of organisations and possesses a range of organisational change leadership
competencies, across multiple industries and many global markets. Dr Harpum is an
expert in organisational diagnosis, building understanding on how people interact
with each other, and analysing organisational systems to bring the insight needed to
create effective transformation and brings his immense experience and expertise as
a partner at GrowthSqapes.
Facilitator Experience:
Over the last 20 years he has continuously developed his organisational consulting
capability, supporting predominantly blue-chip and Fortune 500 firms change the
way they execute strategy. With a purposeful learning orientation towards this
work, he has a reputation for combining technical credibility in various sectors (oil
and gas, utilities and power, pharmaceuticals and biotechnology, etc) with authority
around organisational change from many successful assignments across the US, UK
& European markets..
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Current Profile:
Dr. Pete Harpum is currently a Partner of GrowthSqapes and is involved in consulting
and organization capability development advisory services in the areas of Leadership
Development, Strategy Creation & Execution and Change Management.
Industry Experience:
Prior to founding GrowthSqapes, he was the Director of a UK consulting company. His
work experience has been marked by his direct long and stable stint as a well revered
academician as well as a practicing management consultant across the US, UK and
European markets.
Key Areas of Expertise :
• Organizational Transformation & Redesign Consultant
• Digital Transformation Strategy Consulting
• Strategy & Execution for Complex Infrastructure Industry
• Leadership Development Consultant
• M&A Consultant
Educational and Professional Qualifications:
Pete is an alumnus of The Tavistock Institute, London. He is a Facilitator and a senior
level academician with a PhD. from the University of Manchester, UK and also an
advanced executive coach.
 Facilitator Profile-3
Current Profile:
Mr. Satyakki Bhattacharjee Satyakki Bhattacharjee is currently the Managing Partner of GrowthSqapes and is
involved in consulting and organization capability development advisory services in
(30 yrs+ experience, Media C-Suite exec, multi-continent the areas of Leadership Development, Strategy Creation & Execution and Change
exposure, Tavistock Inst Certified, International Faculty) Management.
Industry Experience:
Career Summary: Prior to founding GrowthSqapes, he was the CHRO of an Indian media giant. His
In a professional career spanning close to 30 years, Satyakki has held several corporate experience has been marked by his direct long and stable executive stint in
leadership roles in multiple Indian and MNC organizations across Manufacturing, Manufacturing, Pharma, ITES, Media and Entertainment and associated experience
Pharma, ITES and Media & Entertainment Industry. Satyakki has several thousand various other industries. He held several multi-functional CXO level roles.
hours of teaching and facilitation experience in the field of leadership development,
strategy formulation and coaching at the CXO level under his belt. He also has the Key Areas of Expertise :
experience of working in the area of OD in the European market.  As the head of the • Change Management
Leadership and OD practice at GrowthSqapes, he assists clients in building a strong • Strategy facilitation for C-Suite leaders
leadership capability building foundation by diagnosing the organization and • Corporate strategy formulation
extending the understanding and implementation of enterprise level leadership • Sustainable Leadership Development
development endeavors. • Change Management
• Coaching
• Executive Mindfulness
Faculty & Facilitation Experience:
Satyakki has facilitated sessions for more than 12000 people in India, USA, UK,
Europe, Emirates, Far-East China and Philippines clocking more than 12,000 Educational and Professional Qualifications:
facilitation hours. He has conducted workshops for leadership teams and Sr. Satyakki is an alumnus of The Tavistock Institute, London. He sits in the Academic
Management executives in the areas of Strategic Thinking, Strategy Execution, Council for Org Dev Prog and is a Professional Member of the Indian Society for
Leadership development, Change Management, Emotional Intelligence, Applied Behavioral Science (ISABS) and Ex-National Training Labs, (NTL) USA. He is
Achievement & Excellence Orientation & Executive Mindfulness & Well Being. He is certified on Brain Mapping from HBDI Australia and has also completed his ICF
also a visiting faculty at IIM – Ahmedabad, Georgetown University, Washington certified Coaching Education from the Neuro Leadership Institute, USA. Doctoral
DC,USA. Program XIM Bhubaneshwar.
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 Indicative Commercials
COMPONENTS DAY RATE No of DAYS TOTAL AMOUNT
Pre-Work 60,000 1 60,000
Intervention Workshop
50,000 3* 1,50,000
(Virtual)
All Workshop
Tools,Cases Workbooks, Complimentary Complimentary 0
Materials, Collaterals
All Assessments Complimentary Complimentary 0
Amount 2,10,000
GST Extra as applicable

*4 hours each

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 “Middle management is essential in a change process. ...”
- Forbes

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About GrowthSqapes
GrowthSqapes is a total learning & development consulting organization based in Delhi NCR, India, offering customized solutions. Our mojo is visible change of
individuals as well as organizations. We derive our approach deeply and firmly on the basis of our principle of action-diagnosis : determined by diagnosis,
actioned for impact.
 
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