Leading Change

IBA, PGD HRM 2016

With
Sumair Abro

Facebook.com/sumairabro sumair.abro@funverks.com sumairabro

pk.linkedin.com/in/sumairabro @sumairabro
April 16
Managing vs. Leading Change, Transformation
Gurus
What is the Difference?
Managing Change
• Facilitation of Change
Process
• Ensuring that Change
Initiatives are Efficient
• To Minimize the Risk
• Implement Change in
Manageable Steps
• Integrates Change into
Status Quo
• Encourages People to
Adapt to Change
Leading Change
• Enabling the Change to
take Off
• Ensure that there is
collaboration &
inspiration
• Enables Risk Taking
• Initiate Change on a
Larger Scale
• Innovate and Sets a New
Vision for Change
• Empowers People to
Create Change
Transformation Gurus
• Louis Gerstner – IBM
• Steve Jobs – Apple
• Bill Gates - Microsoft
• Saeed Haider – Coats Pakistan
• Jack Welch – GE
• Mobilink Pakistan
• Paul O’Neill – Alcoa
• Sabir Sami – Reckitt Benckiser Pakistan
• Steve Jobs – Apple
• Citibank Pakistan
• Jochen Zeitz – Puma
• Elon Musk - Tesla
April 23
Incremental vs Transformation, Types of Changes
Daily News Case,
Types of Organizational Changes

• 1st Order (Managing) Change –

Incremental
• Maintain and develop the organization
• To support organizational continuity and order

• 2nd Order (Leading)Change –

Transformational
• Transform the nature of organization
• Requires fundamental change at the core –
maybe strategy, values or corporate identity
Adapted from Nadler and
Tushman - 1995
Incremental Transformational
Anticipatory Tuning Reorientation of
Improving, Enhancing, Identity/Values -
Developing frame bending
Reactive Adaption Recreation
Internally initiated Fast change of all
basic elements –
frame breaking
Class Exc. 1:
Types of Changes in Organizations
Based on your own experience of different
organizations, identify companies and their changes
that fit:

1. Tuning – anticipatory and incremental

2. Adaptation – reactive and incremental
3. Reorientation – anticipatory and discontinuous
4. Re-creation – reactive and discontinuous
In your opinion, which of these changes were most
successful and why?
Do some organizations fit into more than one category?
Class Exc. 2
Daily News: Maintaining Competitive
Advantage
Daily News publishes a print News Paper every day. Profits of the company are falling towards danger
level because of the ever increasing costs of producing and distributing newspapers. A big reason for
all this advancement in technology, however the strong union has kept a strong hold on how
newspaper are produced. They either refused to accept any changes or ensured that production levels
are kept at the old levels.
New technologies are available that would cut many of the old processes. Journalists would input their
stories via internet that would help makeup the content of the newspaper. Hence many of the old skills
of the print workers therefore redundant, therefore everyone in the company would have to operate
differently.
There were fear of strikes, and sabotage as a consequence of any change initiative without the
agreement of the union workers. However, The CEO of Daily News had no choice but to make changes
in order maintain the competitive advantage.
1. What type of Change is required?
2. Describe the urgency level? Explain Why?
3. What results are expected from this change on Daily News?
4. How fierce the internal resistance is likely to be?
5. Will people be able to participate?
6. Will change bring job losses?
7. What areas of responsibilities will be affected?
Team 1
1. Tuning – Feroz 1888, 1. 1st Order - Adaptive
Pakistan Railways 2. Severe
2. Adaption – K-Electric, 3. Good- Cost of
Army Production will go
3. Reorientation – IBA down/Increased
4. Reactionary – Electric, Profits/New Customer
PTCL Base
4. Medium
5. K-Electric 5. Yes – if they are
engaged properly and
foresee implementation
6. IBA 6. Yes – in short term
7. Production
Line/Distribution
Team 2
1. Tuning – PTCL 1. Reactive/Transformational
2. Adaption – Pakistan Army 2. High
3. Reorientation – Ufone 3. Good- Increased
4. Reactionary – Electric Profits/Efficiency, Bad -
Strikes/Delayed
Production/Wastage of
Technical
5. K-Electric Manpower/Turnover/Imag
e
6. PTCL – Tuning/Adaptation 4. High
5. Yes – if they are engaged
properly and foresee
implementation
6. Yes – in short term
7. Production
Line/Distribution
Team 3
1. Tuning – Google 1. Reorientation/Anticipatory
2. Adaption – K Electric, /Transformational
Yahoo 2. High – Change of
tech./installation of new
3. Reorientation – K Electric, equipment/
PTCL
4. Reactionary – PTCL 3. Good- Increased
Profits/Efficiency, Bad -
Strikes/Delayed
Production/Wastage of
5. Google and KE Technical Man
4. High
6. KE 5. Yes – Communication to
staff
6. Yes – in short term
7. Production
Line/Distribution
Team 4
1. Tuning – All companies
2. Adaption – K Electric,
NADRA, Citibank
3. Reorientation – Unilever,
SCB,
4. Re-creation –Engro, Sony,
Karachi Stock Exchange
5. Recreation
6. KE
1. Recreation/Adapative
2. High – Change of
tech./installation of new
equipment/
3. Good- Increased
Profits/Efficiency, Bad -
Strikes/Delayed
Production/Wastage of
Technical Man
4. Acceptance of
technology
5. Yes through training and
collaboration
6. Yes – in short term
7. Production
Line/HR/Finance
Quiz in Next Class – May 07 2016
Transformational Change
• Research on organizations which have
gone through transformational change.
• Learn about how they were either
successful or unsuccessful after the
transformation.
First Order Changes – Routine

• Some argue that • Others argue that

routines are a routines do change
source of stability in and that these
organizations and changes are an
therefore inhibit important , albeit
change and the relatively ignored,
ability of an part of how
organization to organizations
adapt to its adapt to their
environment environment over
time
May 07
Power of Habits, Change at Group Level, Blindfold
Exc., Power of Process, John Adair’s
Individual/Team/Task, Styles of Management, Quiz 1
Blindfold - How was the task
achieved?

Group Members Leaders

• Describe your • Describe your
experience in experience in
completing the leading the group
task. to complete the
• If given a chance task.
again – how would • If given a chance
you go about it again – how would
differently? you go about it
differently?
Blindfold – Leaders - Challenges

• Fear of unknown
• How to perform
• What is my plan
• Make team members understand
• Response of the members
• What are the hurdles
• Directions
Blindfold – Teams- Challenges

• We didn’t know what we were doing

• Purpose was not clear
• Clear understanding of task
• Method of execution
• We didn’t know our coordinates
• Not knowing the coordinates of leader
• Leader did not call us by name
• Details of task were missing
• We had to trust our leader
Power of Process

• Appoint a Process Coordinator – Team

Leader
• Ensure that task is clearly understood – Ask
questions
• Identify and remove invalid assumptions
• Develop options for task completions
John Adair: Action Centered Leadership Model

Individual Team

Task
How to Achieve a Task?
identify aims and vision for the group, purpose, and direction -
define the activity (the task)
identify resources, people, processes, systems and tools (inc.
financials, communications, IT)
create the plan to achieve the task - deliverables, measures,
timescales, strategy and tactics
establish responsibilities, objectives, accountabilities and
measures, by agreement and delegation
set standards, quality, time and reporting parameters
control and maintain activities against parameters
monitor and maintain overall performance against plan
report on progress towards the group's aim
review, re-assess, adjust plan, methods and targets as
necessary
How to develop/lead a group?
establish, agree and communicate standards of performance and behavior
establish style, culture, approach of the group - soft skill elements
monitor and maintain discipline, ethics, integrity and focus on objectives
anticipate and resolve group conflict, struggles or disagreements
assess and change as necessary the balance and composition of the group
develop team-working, cooperation, morale and team-spirit
develop the collective maturity and capability of the group - progressively increase
group freedom and authority
encourage the team towards objectives and aims - motivate the group and
provide a collective sense of purpose
identify, develop and agree team- and project-leadership roles within group
enable, facilitate and ensure effective internal and external group
communications
identify and meet group training needs
give feedback to the group on overall progress; consult with, and seek feedback
and input from the group
How to develop/lead an
individual?
understand the team members as individuals -
personality, skills, strengths, needs, aims and fears
assist and support individuals - plans, problems,
challenges, highs and lows
identify and agree appropriate individual responsibilities
and objectives
give recognition and praise to individuals - acknowledge
effort and good work
where appropriate reward individuals with extra
responsibility, advancement and status
identify, develop and utilise each individual's capabilities
and strengths
train and develop individual team members
develop individual freedom and authority
 Source: D A Stance and D C Dunphy

Styles of Management

• Collaborative – Lets do this together

• Consultative – Your views are important
and I really want your feedback
• Directive – This is what I want you to do
• Coercive – Do this or face the
consequences
Quiz 1 – Change – Incremental or
Transformation?
• Write about an organization that you have
researched on.
• Explain if the change was
successful/unsuccessful - incremental or
transformational. Provide reasons.
• What styles of management were used –
Collaborative/Consultative/Directive/Coer
cive.
• Quote the source – personal
experience/internet/book/writer
Sumair Abro is a seasoned management & organizational development
specialist and a facilitator at Funverks. He brings with him over 17 years of
diverse professional experience from across Pakistan, UK, and
USA.

His OD journey commenced with Navitus in 2006 in Pakistan’s Corporate Sector

where he facilitated management development subjects, such as Strategy,
Leadership, Teambuilding, Change Management, HR, Performance Coaching
& Sales; for both – domestic and multinational conglomerates such as 3M
Pakistan, Roche, Pakistan Tobacco Company, Beaconhouse School System,
Habib Oil Mills, Indus Motor Company, Fauji Fertilizer, Reckitt Benckiser, Sumair Abro
Deutsche Bank, Phillips, United Bank, Telenor, Shell, Engro, Philip Morris, MCB
Bank, Novartis, JS Bank, Pepsi, Unilever, Nestle and many others.
In addition, driven by his passion to contribute - Sumair continues to associate with Institute of Business
Administration, and Management Association of Pakistan – where he regularly conducts workshops for
students, and working professionals.

He has also held key executive positions in the Financial, Textile and Pharmaceutical sectors. Sumair led
Organizational Strategy/Change and HR for five years with KASB Group [Bank of America Merrill Lynch
Affiliates – Pakistan]. During the initial years, he was leading Corporate Sales for Coats Group Plc., running
Production Lines for Glaxo Smithkline, and advising clients on higher education at Kaplan Inc., UK.
Sumair has also partnered with Dawn News TV from 2008 to 2010, and appeared as an Expert/Coach on
several Talk Shows, deliberating on areas of personal improvement such as Goal Setting, Creativity, and
Leadership.

He acquired a BS in Mechanical Engineering from University of Oklahoma, USA in 1996 following it up with an
Executive MBA in Marketing in 2012. Sumair was also a Yale World Fellows Program Finalist in 2012, and has
qualified as a Certified Human Resource Management Professional in 2015 from Human Resources
Certification Institute, VA USA.

As an individual, he is a fitness/swimming enthusiast – & loves to spend time with family & friends.