Business-to-IT Connect | Engage the Future | Execution Excellence

Organizational Change Management for a Business Transformation Project

Approach To Resolution

Technical Understanding

AfterAfter analyzing all the aspects that would impact the success of this Change, it was identified

that the management was managing the change with excellence but were not communicating it well

with the employees; also they did not address personal impacts to individual jobs. Alignment to the

ERP vision was also identified as a huge challenge.

There was a contradiction on the organizational work culture, as the organization was now

rewarding risk taking and reactivity which was opposite to their earlier culture & processes. Hence,

employees were confused at the micro level. Need for empowerment down the line, along with

getting support from the middle managers were also identified as an equally important challenge for

the success of this Project by our OCM team.

Moreover, the change was quite complex since multiple changes were happening simultaneously and

as per our Change Diagnostics, a low competency towards change was also found.

Client Profile

France-based multinational company that designs and builds electrical systems and provides services

for the aerospace, defence, transportation and security markets.

Challenge

The Organization was about to undergo a complex change, as most of the employees were being

impacted due to ERP implementation and there were other changes as well which were taking place

at the same time. Our OCM team identified the following problem areas:-

The client had been working on multiple legacy applications and had approximately 32 segregate

databases to manage information. The tedious manual key processes limited scalability and hence

competitiveness in the growing market. Moreover, one of the major concerns was that the client

wanted to adopt standardized SAP solution. This led to a major complex change as most of the

business processes would have to be tuned as per the Industry best practices recognized by SAP.

The subsidiary unit viewed this process convergence with Corporate as loss of control over its

business operations. Earlier things which were not visible due to lack of day-to-day business

transparency, would now be visible due to transparency that SAP would bring in and the subsidiary

unit would be in constant radar of the parent company.

Re-alignment of key processes across different functions needed release of authority/controls as well

as added responsibilities for the employees. Since it was an ERP Implementation co-ordination

between departments was to play an important role for an organization which earlier worked under

functional silos.

Gaining early User Adoption was identified as one of the major challenges for making this

Change meet its expected ROI since the Project was to be wrapped up in a span of 14 months’.

Our ‘change experts’ studied in detail, the Organizations past Change success trend, Organizations

culture, High level Change Impact & also studied how other changes that were happening

simultaneously would impact the Project and the employees and came up with a structured

Organizational Change Management Strategy and OCM Roadmap for managing this Change.

Solution¡ L&T Infotech’s OCM team applied Prosci Methodology to manage this Change. A structured

approach was adopted by conducting diagnostics with respect to the Change with the help of

our proprietary tools and also the Prosci tool.

¡ We created an internal Change Network & a sponsorship Roadmap by identifying key

influencers of change to influence the change. An OCM orientation which gave them an

understanding of What is Change and How we should manage change and overcome

resistance. It gave the participants an awareness on OCM best practices and also gave the

participants a clear picture of the 4P’s of the project-0 Project Name - What is the project we are thinking about?0 Purpose - What are the goals or outcomes the project is trying to achieve? 0 Particulars - What is actually being changed?0 People - Who has to do their jobs differently?

¡ This helped them understand “why this project was so inevitable for the company”?

¡ An internal OCM team was also created along with OCM lead. This internal team was

responsible for carrying out all the OCM activities onsite.

¡ We provided Change strategy consulting to enable the client to meet its project objective with

ease. We also undertook a very detailed Org. history of Change which was done by interacting

with key stakeholders

¡ The team carried out various Change Diagnostics like Change Impact Assessment, regular

ADKAR assessment was also done, Change readiness assessment to study if the organization

was ready to take the next step towards the change.

¡ OCM Training & Communication support services was also provided along with executive

alignment

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Business-to-IT Connect

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About L&T Infotech

Larsen & Toubro Infotech Ltd. (L&T Infotech), a global IT services company, is a 100% subsidiary of Larsen & Toubro (L&T), a multi-billion

conglomerate, and India’s largest Technology, Engineering, Construction, Manufacturing and Financial Services organization, with global operations.

L&T Infotech is ranked by NASSCOM as the 6th largest software & services exporter from India in 2014. It is differentiated by its three-pronged value

proposition, encompassing Business-to-IT Connect, Execution Excellence and Engage the Future.(www.Lntinfotech.com)

Benefits and Results

¡ The client realized High User Awareness along with Increased user acceptance towards the

change

¡ A Higher productivity and improved performance was also observed and the transition to the

new technology was definitely smoother and without much user resistance due which the

project risk was reduced.

¡ L&T Infotech had also set up Risk Management team for continuous disciplined process of risk

identification.