Assignment AW FIM Prashant Sinha-29 EPGDIB-B

CASE STUDY: AW LTD.
- MANAGING CHANGE
By: Prashant Sinha, Roll 29, EPGDIB (Section B)

Q: What was the focus of the protagonist, and did she do her job well?
The protagonist joined as General Manager of AW Ltd to facilitate the organizational

development and to smoothly transit the company from a functionally organized, traditional
business to a vibrant organization ready to embrace change and develop the highest quality
of people processes in the pharmaceutical industry.
The protagonist was mainly hired to work with HR department and her mandate was as
follows:
1. To conduct an organizational excellence audit

2. To identify areas of improvement in HR processes related to team alignment and
performance
3. To execute a holistic change strategy in consultation with the VP of HR.
4. Preparation of a blueprint for an organization excellence in audit (key productivity
indexes-KPIs)
5. Development related to audit excellence in consultancy with the HR.
6. Collection of data required to access the organization by conducting in-depth
interviews with senior executives- assigning KRAs of senior employees.
7. Brainstorming- Survey and review at all levels of the employee hierarchy.
8. Performance appraisal: inter-personnel liaising, inter –departmental relationship, role
of functional heads.
9. Measurements and Analytics: Diagnose the roles and clarity of job down the
pyramid.
10. Reinforcing Change: Prepare and deliver a plan of action with a committed timeline
and detailed activity schedule in discussion with VP- HR
Yes, she was partially successful in achieving her targets, and though she received
resistance from the organisation, but she was successful in tapping the data and diagnose
the problem.
Q: Why did change initiation process fail at AW LTD?
Resistance is a very normal part of change management, but it can threaten the success of
a project. Most resistance occurs due to a fear of the unknown. It also occurs because there
is a fair amount of risk associated with change – the risk of impacting dependencies, return
on investment risks, and risks associated with allocating budget to something new.
Anticipating and preparing for resistance by arming leadership with tools to manage it will aid
in a smooth change lifecycle.
Management can take concrete steps to deal constructively with these staff attitudes. The
steps include emphasizing new standards of performance for staff specialists and encouraging
them to think in different ways, as well as making use of the fact that signs of resistance can
serve as a practical warning signal in directing and timing technological changes.
Factors leading to failure of change initiation process at AW LTD are detailed / listed below:
1. HR department was barely functional and was only ensuring statutory compliance.
2. Relationship between the Group heads, i.e. VP,HR and VP, Finance were strained. They
spent more time attempting to prove their larger contribution more towards organizational
performance rather than undertaking any valuable/ concrete work.
3. Inter-departmental liaising was weak, and there was barely constructive/ developmental
communication between them. All functional heads competed internally for their share of
attention and recognition from the founding members of the company.
4. Role defining not clear: Role-related issues in the production department.
5. AW was a traditional organization with set processes and earning the trust of the founders
was the most important factor for the growth and promotion of employees. Articulating
dissent was not common.
6. No Out of Box ideas/ suggestions: The organization valued loyalty and traditional work
methods, so compliance and respecting precedents were the norm.
7. Old Guards were more trustworthy companion: Older employees, such as Singh, were
trusted and considered to be consistent performers.
8. Lack of transparency and operating procedure: A transparent performance appraisal and
management system linked with the firm’s strategy would derail their traditional system
of growth and promotion.
9. KPI and KRAs not clear.
10. Her team members were not cooperative and had prejudices over the concern matter.
They were judgemental and made subjective decisions based on past incidents rather
than impartially considering the challenges and acting on them.
Q: What are softer areas to pay attention to in future in any change

management process? "
Change management require a cross-disciplinary background, plus a unique blend of soft

and hard skills. However, for the right person, these jobs can be rewarding and exciting.
Cultivating the soft skills is a good first step toward becoming a skilled change manager and
leader.
Soft skills, or the personal attributes enabling a person to interact effectively and
harmoniously with other people, have a strong correlation with business success. Leaders
rely on soft skills to monitor the real impact and progress of change while keeping everyone
focused and present.
Soft skills are more difficult to acquire and change. The soft skills required to show empathy,
understanding, active listening, and a good bedside manner.
Following skills are critical for change management roles:

1. Communication- Every change management program is driven by its employees.
The better you can communicate your vision, your plan, and your program’s benefits,
the more successful your initiative will be.
2. Leadership- Leadership is required to organize employees, mobilize support, and
push a project to completion. In some cases, change leadership and change
management are handled by different people. In smaller organizations, the same
person may wear both hats.
3. Vision- Vision is the ability to see a program’s “after” state. Change leaders are
usually the ones credited with possessing and promoting this vision. Though change
is not impossible without vision, it’s vision that defines the direction and purpose of a
change initiative.
4. Collaborating
5. Managing Resistance to Change- Resistance to change is normal part of change
management. Managing resistance to change is an important attribute of a change
manager- who can effectively handle such resistance.
6. Influencing and Motivating- The change manager should be influential and motivator,
who can motivate the people to adapt for the change.
7. Strategic Analysis and Planning- At the enterprise level, change managers must
create a strategy to achieve their vision. Strategic thinking permeates every aspect of
the planning stage. Managers must think strategically about how to communicate
with employees, how to create a program that benefits the organization, and how to
maximize results with minimal expenditure.
8. Decision making and Problem Solving ability- The change leaders should be
adaptive in decision making and problem solving aspects, and should be innovative
in tackling out the problems.
9. Prioritization- Change leaders should prioritize their targets, to achieve the change
models and frameworks

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CASE STUDY: AW LTD.

By: Prashant Sinha, Roll 29, EPGDIB (Section B)

The protagonist joined as General Manager of AW Ltd to facilitate the organizational

1. To conduct an organizational excellence audit

Q: Why did change initiation process fail at AW LTD?

Q: What are softer areas to pay attention to in future in any change

Change management require a cross-disciplinary background, plus a unique blend of soft

Following skills are critical for change management roles:

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