Management of Change in Organizations: HCL Case Study

This report provides a comprehensive analysis of the change management process implemented at HCL, focusing on the initiatives spearheaded by CEO Vineet Nayar. It examines the internal and external drivers of change, including factors like employee culture and market competition. The report delves into historical and situational aspects, such as HCL's business model, and the rationale, intent, and objectives behind the changes. It explores the emotions associated with the change, the underlying perspectives, and the nature of the change, which is identified as transformational and reactive. The report also outlines the belief in the change process and offers alternative change interventions. Key aspects discussed include the 'Employees First, Customers Second' approach and the importance of employee involvement and transparency. The analysis provides insights into how HCL managed its organizational transformation and offers recommendations for future change management strategies.

Running head: MANAGEMENT OF CHANGE IN ORGANIZATIONS
MANAGEMENT OF CHANGE IN ORGANIZATIONS
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Table of Contents
Considering the change context, change content and change process...........................2
a. Internal and external drivers of change..................................................................2
b. Historical and situational aspects...........................................................................3
c. Rational and intent and the objectives of change...................................................3
d. Planned change or emergent change......................................................................3
2. Emotions associated with the change.........................................................................4
3. Identification and discussion of the underlying perspectives of change....................4
4. Description of the nature and strength of the change.................................................5
5. Outlining the belief in change process.......................................................................6
6. Outlining the alternative change interventions that are recommended......................6
References......................................................................................................................8

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Considering the change context, change content and change process
Change management can be defined as the discipline that is able to guide the ways by
which we are able to prepare and the support individuals or employees within an organization
so that they can adopt the changes for the purpose of driving the success of organizations.
The changes are considered to be unique and the individuals are considered to be quite
unique in nature. The research that has been made built on the subject for many years has
been able to influence the individual transitions of people (Al-Haddad and Kotnour 2015).
The change context in the report will be based on the changes that had been initiated
by Vineet Nayar in order to improve the performance of HCL in the industry. The aim of the
CEO is to make HCL a better performing organization in comparison to the performance that
had been depicted for the last few years (Nayar 2010). The report will be based on the
analysis of internal and external drivers of the changes and historical aspects of the process as
well. The perspectives that have led to change implementation and success of the change
process will also be discussed in detail. Recommendations are provided based on future
implementations of change processes in the organization.
a. Internal and external drivers of changeInternal drivers of change – The employees and senior managers of HCL are
considered to be the internal change drivers who have the ability to influence the change
process of the company. Culture that has been developed in HCL is considered to be another
major factor is able to drive the change. Awareness related to the operations of HCL is quite
low among the employees and this has an influence on the change process (Alvesson and
Sveningsson 2015).
External drivers of change – The levels of competition in the external environment
have increased in the last few years by increasing the pressure on revenues that HCL has

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developed. HCL has also aimed at implementing changes in the business model of the firm
that is able to involve managers who are a part of the frontline of the firm (Fernandez and
Rainey 2017).
b. Historical and situational aspects
The business model of HCL is able to influence change management process and
operations of the firm as well. Hierarchy is a major part of the different positions that have
been developed in HCL and the frontline managers have a major impact on the change that is
planned by Vineet Nayar (Hayes 2018).
c. Rational and intent and the objectives of change
Change implementation in HCL is related to the rationale related to levels of increase
in the competition that is a part of the external environment and different cultural issues that
employees have faced (Nayar 2010).
HCL has set the following objectives in order to implement changes in an effective
manner,
Formation of a strategy that is collaborative in nature and has the ability to
transform approach of HCL.
Enhancement in culture of HCL and various issues that employees face.
Development of importance to relationships that employees have formed with
customers (Helfat and Martin 2015).
d. Planned change or emergent change
Change process developed by the CEO of HCL Vineet Nayar has been planned by
him with respect to the changes that have taken place in external environment. This change

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approach developed by the CEO can thereby be termed as a planned change that had been
named as Employees First, Customers Second or EFCS (Holten and Brenner 2015).
2. Emotions associated with the change
The CEO of HCL Vineet Nayar had aimed at understanding the emotions of more
than 50,000 employees in order to apply the change that is designed and developed. The lack
of interest of managers to change operations of HCL also has an impact on the change
management process (Nayar 2010). The meetings that were held with senior managers have
been able to play a major role in the ways by which demands of the employees can be
fulfilled. The support that is provided by employees and managers is able to play a major role
in implementing changes in the pyramid structure of the firm. Change intervention has a
major influence on the communication that is developed by CEO in order to manage the
emotions of employees (Petrou, Demerouti and Schaufeli 2018).
3. Identification and discussion of the underlying perspectives of change
HCL has developed a hierarchical organizational structure and has an impact on the
culture and the operations of the firm as well. A major role had been played by the Vineet
Nayar in convincing senior manager based on positive side of change process. Change in
competitive environment is also an important aspect that is able to influence the formation of
change idea in an effective manner. The interface that has been formed between frontline
employees and customers are considered to be quite important by the CEO of the firm
(Smither, Houston and McIntire 2016).
Vineet Nayar also aimed at enhancing the accountability levels of managers for the
purpose of adding value to the operations of the firm. Employee first based approach
implemented by HCL is an important aspect that is leads to the growth of the firm as well. A
major gap formed between executives of the firm and employees is considered to be an

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important part of the change implementation. Transparency levels in the firm are a major
factor that helps the organization to maintain the process of change (Stephan et al. 2016).
Complaints of the employees are also addressed with the help of smart service based desks
that have been developed. Online planning process is also able to increase efficiency of
process of review that has been implemented by the firm. Employees are able to contribute to
the effective changes that have been developed by CEO of the firm (Webb 2017).
4. explanation of the nature and strength of the change
Change implementation that has been formed by HCL is related to the new approach
that is developed by the CEO of the firm. The most important factor that has an impact on the
change process of HCL is based on “Employees First, Customers Second” based approach.
The formation of a positive work environment is also considered to be an important part of
the ways by which HCL is able to maintain the process of change in the organization
(Smither, Houston and McIntire 2016). The type of change that has been developed by CEO
of the organization is transformational in nature. Transformational changes are mainly related
to the transformation in organizational process for the purpose of increasing the revenues.
Vineet Nayar had also been able to implement positive changes within the culture of the
organization (Nayar 2010). This process of change is known as the reactive change that is
mainly considered to be a reaction that is provided to variations that take place in the external
environment. The levels of loss and competitiveness in the market are considered to be
important factors that can have an impact on the plans related to change management. The
process of work can be modified with the help of development of the reactive changes (Nayar
2010). Re-evaluation of innovation needs of HCL was also an important factor that has an
impact on the change management plan of the CEO.

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5. Outlining the belief in change process
Vineet Nayar had developed a change process that has a major level of impact on the
effectiveness of the organization and the relationships formed between the employees and
senior managers as well. The CEO had gained success in bringing changes in the culture that
has been implemented with the support that is provided by the collaboration formed by the
organization as well (Petrou, Demerouti and Schaufeli 2018). A huge gap had been detected
between the management of the organization and the employees. The shares that have been
gained by HCL in the industry are mainly based on the support that is developed by
employees of the firm. Employees have been able to provide high levels of contribution to the
process of change management that is formed by Vineet Nayar (Holten and Brenner 2015).
The CEO had also planned to reduce the levels of innovation in the organization in order to
ensure that the employees become more intuitive in nature. Vineet Nayar had encouraged the
management of HCL to take up challenges in such a manner so that they prove to become
major levels of opportunities for the organization in order to ensure high levels of growth.
Growth levels of the organization are able to play a major role in the ways by which they are
able to maintain the profitability levels and maintain its position in the industry as well
(Petrou, Demerouti and Schaufeli 2018).
6. Outlining the alternative change interventions that are recommended
Vineet Nayar, the CEO of HCL has gained major levels of success based on the
change process that has been considered and implemented as well. However major
recommendations can be offered to the CEO in order to improve the change management
process further,
Involvement of employees will be able to play a major role in the proper
implementation of changes in HCL and maintaining the organizational

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operations is a sustainable way in the industry that is highly competitive in
nature.
Change intervention that is techno-structural in nature can influence the
methods that are developed for the proper usage of technology by the
organization for the purpose of managing the employees in an effective
manner.
The growth that has been developed by change process is influenced in a huge
manner by the process of knowledge management and the influence that it has
on various employees of the organization in the industry.

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References
Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a
model for successful change. Journal of Organizational Change Management, 28(2), pp.234-
262.
Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change
work in progress. Routledge.
Fernandez, S. and Rainey, H.G., 2017. Managing successful organizational change in the
public sector. In Debating Public Administration (pp. 7-26). Routledge.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Helfat, C.E. and Martin, J.A., 2015. Dynamic managerial capabilities: Review and
assessment of managerial impact on strategic change. Journal of management, 41(5),
pp.1281-1312.
Holten, A.L. and Brenner, S.O., 2015. Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), pp.2-16.
Nayar, V., 2010. A Maverick CEO Explains How He Persuaded His Team to LeaQ into the
Futu. harvard business review.
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2018. Crafting the change: The role of
employee job crafting behaviors for successful organizational change.Journal of
Management, 44(5), pp.1766-1792.
Smither, R., Houston, J. and McIntire, S., 2016. Organization development: Strategies for
changing environments. Routledge.

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Stephan, U., Patterson, M., Kelly, C. and Mair, J., 2016. Organizations driving positive social
change: A review and an integrative framework of change processes. Journal of
Management, 42(5), pp.1250-1281.
Webb, S.P., 2017. Knowledge management: Linchpin of change. Routledge.