Aventus knowledge series In support of leaders transitioning to a new structure

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1. Aventus PartnersKnowledge SeriesIn support of Leaders transitioningto a new organisation structureAventus Partners 2. The Transition SagaStrategy without tactics is…
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  • 1. Aventus PartnersKnowledge SeriesIn support of Leaders transitioningto a new organisation structureAventus Partners
  • 2. The Transition SagaStrategy without tactics is the slowest mining of key accounts and therebyroute to victory. Tactics without strategy is doubling the organisation’s top line. Allthe noise before defeat. - Art of war - Sun this, with the same team compliment.Tzu You are aware that the stakes are highYou are the CEO of a Company that is in and you certainly don’t want to be in athe business of selling and servicing situation 9 months down the road -heavy industrial equipment. realising that 3 out of 6 Regional Managers are experiencing difficulties inAs a part of your broader strategy you transitioning from a pure functional to ahave redesigned your organization’s business role.structure. This has required integration ofthe sales and after market verticals at the You have thought through the situation,regional level, bringing them under a new talked to people who have gone throughrole of - Regional Business Manager. /seen/facilitated /advised in similar situations and this is what you As a result, the role of the existing summarise:Regional Manager has now transformedfrom that of a pure sales manager to a To be successful in similar situations,Quasi Business manager. organisations need to have processes that address the employees’ knowledgeYour vision is that this change has the and skills, as well as their intent (selfpotential to drastically enhance customer belief and motivation) to transition to afocus within the organisation, new role.consequently leading to retention and Interventions are required at both the individual and systemic level.Aventus Partners Page | 1
  • 3. Individual Level InterventionsAt an individual/ employee level, you will You can ensure the above through:need to ensure that: o Structured, one on one 1. All the key people including the discussions with the individual role holders, their superiors and role holders key internal stakeholders are aligned in terms of the revised o Structured group session/s that role, its challenges and will include all role holders, their requirements (including skill immediate superiors, and the requirements) Leadership team members (including cross functional 2. Role holders and their superiors members) understand and acknowledge the skill gaps that exist at an o Using past performance data , individual level. It is also essential running a multi source feedback to understand the existing role system holders’ habitual behavioural patterns (traits), his self belief and motivators and therefore the role The criticality of your intent and the these are likely to play during his message that accompanies these transition process. processes cannot be underestimated. As an organisation you have to be sensitive 3. Development plans are created to to the individual role holder and his needs address the gaps identified in the in helping him adapt to these changes. areas of skill, knowledge and behaviours. It is important to use Maximum failure occurred if: a judicious mix of “on the job” learning as well as formal o There is a non alignment among development sessions. the stake holders in terms of the revised role, its challenges and 4. Specific plans are drawn keeping requirements including skill in mind the role holders who requirements, might have the skills but do not have the self belief that the o There is low self belief among the transition is going to be easy. individual role holders at the beginning of the process which is 5. Progress is periodically assessed left unaddressed by the and supported (basis organisation whilst it busied itself performance measures as well as with fixing skills related issues demonstrated behaviours). only.Aventus Partners Page | 1
  • 4. Systemic Level Interventions At the systemic/ organisational level 3. Precision in defining performance you will need to ensure that there is: goals and objectives for the new role; 1. Clarity in definition of the role, its interfaces as well as boundaries and 4. System/s to assess, communicate reporting relationships (direct and and reward demonstrated behaviour matrixed). Grey zones need to be and performance consistently. kept at a minimum; 2. Clarity in knowledge and skills and the action/behaviours of role holders; Success lies in (your ability to plan) detailFor E.g. If you know that a new pay plan If yes,needs to be designed ((both fixed andvariable). The new behaviours (way of What should the weightage be for each?working) that you want to encourage in In that case,your Regional Managers will beinfluenced by this and will in turn influence Should there be multiple plans thatthe pay plan design. reward individual performance and organisation performance?Now, the question of significance is: Therefore,Should the new incentive plan for theRegional Managers be based on their Who all should get included in the plan?individual targets or group targets?You know there is a lot to do, and you also know enough to start working on the road mapnow!The general who wins the battle makes many calculations in his temple before the battle isfought. The general who loses makes but few calculations beforehand.Art of war – Sun TzuAventus Partners Page | 2
  • 5. Aventus Partners is an HR solutions firm that enables clients Acquire, Develop and Manage talent. Reach us at: sriram@aventus.in tania.gooptu@aventus.in venkat.iyer@aventus.in +919895345133 +919810215872 +919810608607 Offices:Aventus Human Capital Aventus Human Capital Aventus Human CapitalLLP LLP LLP40/48, Ground Floor, Pocket 919, 2nd Stage, Personal Chamber,40 Varthur Main Road, Natham’s House,EPDP Road, CR Park, New Tubrahalli, Chittoor Road, Cochin-Delhi-110019 Bangalore- 560 066 682035Phone +91 11 40561242-45 Phone +91 80 3253 7215, Phone: +91 484 3248780Fax +91 11 40561241 +91 80 2854 3089 www.aventus.in New Delhi | Kochi | Bangalore
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