THE INDONESIAN JOURNAL OF

BUSINESS ADMINISTRATION

Vol. 2, No. 7, 2013:758-772

ANALYSISANDDEVELOPMENTOFCHANGEMANAGEMENTFRAMEWORKIN
JATISSOLUTIONS

DwinaFebriaEffendy,JannHidayatTjakraatmajaandJohnWelly
SchoolofBusinessandManagement
InstitutTeknologiBandung,Indonesia
dwina@sbmitb.ac.id

AbstractThe study aims to analyze change management implementation in Jatis Solutions and develop
solutionstothefindingissuestomitigateobstaclesandacceleratethechangestick.Thecompanywantedto
renew its business strategy and has announced it to the employees in Q4 2010. The organization was
restructured, the business process also changedaccording to the new strategy. Turnover ratio was increased
from17%to58%in2011.Astudyconductedin2012,analyzingthechangeimplementationbycomparingwith
Kotters8stepsChangeManagementmodel.Realizingthechangeisstuckinremovingobstaclesandcreating
short term wins steps, the interconnection business elements of the current change was measured using 7S
McKinsey to see the probable imbalance of elements which might be the core obstacles to the change. The
initiativesexecutionthenmeasuredusingDICEmethodologytounderstandtheobstaclesonwinningtheshort
terms. Improvements to change programs are proposed by preparing readiness for change to managers and
employeesmotivationprograms.

Keywords: Change Management, IT Delivery Service, Kotters 8 Leading Step of Change, 7S McKinsey, DICE
methodology

1. Introduction
Jatis Solutions is local IT Company that provides Enterprise Application Integration and Professional
Services,establishedin1997.ThecompanyoffersERP,CRM,WealthManagement,DataWarehouse,
Mobile Application, and Custom Application to Enterprise in various industries such as retail,
manufacturing,andfinancial.In1999,thecompanyexpandsitsbusinessbyopeningbranchofficesin
Singapore, and later in Malaysia and Philippines. Then to take advantage of Indonesias burgeoning
cellulartechnologyindustry,in2002thecompanydecidedtospinoffitsmobilecontentproviderand
mobile marketing divisions into a separate business entity, Jatis Mobile. Keeping with its principle
constant innovation, thecompany decided to become ApplicationInfrastructure Provider, to help
multiindustry firms get connected and collaborate with low investment cost. The idea is by
connectingallproductsintoacompletesolutionandintroducingarecurringbusinessscheme,where
enterprises can use the companys solutions through subscription arrangement instead of software
licensepurchasing.

ThetransformationbeganbyreplacingitsdirectorinAugust2010andcontinueswithannouncement
ofthechangeinSeptember2010togetherwithrestructuringtheorganization.Theoriginalstructure
wasdividedbyproduct,suchasOracleDivision,MicrosoftDivision,DataWarehouseDivision,etc(see
Figure1).Eachdivisionhassalesteamanddeliveryteam.Inthenewstructure,thesalesanddelivery
team are divided in separate divisions. Sales divided by industries (vertical) and delivery divided by
productgroup(horizontal)asseeninFigure2.

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Figure1.JatisSolutions2009OrganizationStructure

Figure2.JatisSolutions2012OrganizationStructure

director intro
oduced a neew vision w
we connect businesses
b
and
a new mission simplle (product),,
The d
open(systems),p
proven(business).Hem
maderegulattiontoforbid
dalldivisionstousethe oldpracticee
henewbusin
nessschemee.Thechallengeofchangeinthemo
ostfrequentt
andimmediately adjusttoth
prominentistheresistancetochangeefromalllevvels:frontlineandmanaggers.
andp

ble (explicit)) such as ressignation; or it could be

e implied (im
mplicit), and
d
Rejecction can bee clearly visib
slowly,suchaslo
oyaltytotheeorganizationisreduced
d,decreased jobmotivattion,increaseederrorson
n
2011,thecom
mpanyhas6
61middlemanagersand
d
work,increasedaabsenteeism,andsofortth.Inearly2
mployees.Buttasignificantresignation
ncomesafterwardsbyarround50%(sseeTable1),,
129ffrontlineem
whileeaccordingttoCompdataaSurveys,theaveragetu
urnoverrate fortechnolo
ogyindustry in2010wass
16.2%
%
(Baress,
2011)..

Tab
ble1.TurnoverRatio2010201
11

Date

Level

Available

Resiign

TurnoveerRatio

2010

MiddleM
Manager

74

13

17.57%
%

FrontLine

156

27

17.31%
%

2011

MiddleM
Manager

70

41

58.57%
%

FrontLine

229

124

54.14%
%

Dr Jo
ohn Kotter, with
w his thirty years research have proven that 70% of all major changge efforts in
n
organ
nization fail, because orrganizations often do no
ot take a co
omprehensivve approach required to
o
manaage the chaange (Kotteer, 1996). This
T
study will
w evaluatte the impllementation of changee
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management in Jatis Solutions and provide recommendations to make the change successful and
stick. This study is limited within the core divisions of Jatis Solutions which consists of Sales &
Marketing,Presales&BusinessDevelopment,andProfessionalServicesDivisions(seeFigure2).

2. BusinessIssueExploration
Change is something that must be done by every company in order to maintain its competitive
advantage. Pressures to change can come from environment or internal organization. Changes that
occur in Jatis is affected by the environment (market and technology), and internal (growth and
collaboration).ITindustry,especiallyforsoftwareproviders,isgreatlyinfluencedbytheadvancement
of technology. Back in 1960s, software is stored in a powerful computer named mainframe.
MainframeusedprimarilybybankandgovernmentalorganizationforcriticalapplicationssuchasERP,
financialtransactionprocessing,andcustomerstatistics.
In the 1990s, mainframe industries was dying due to the low cost of new Personal Computer
(PC)/serverbasedhardware.Inadditiontoitssmallersizethanmainframe,PCismoreattractivewith
graphical user interface. In early 2000s Salesforce.com introduced software as a service (SaaS), a
softwaredeliverymodelinwhichsoftwareanditsassociateddataarehostedcentrally,andaccessible
byusersusingathinclient,normallyawebbrowserovertheInternet.WithSaaS,vendorcanreduce
the substantial cost of code delivery to customer, help to gain sustainable revenue with recurring
revenuemodels,potentiallyincreasemarketsharetotheentireInternetbusinessmarketwithweb
based service models. In customer focus, SaaS can reduce internal staff efforts for software
programmingandmaintenance,fasterimplementation,andreduceTotalCostofOwnership(TCO)for
applicationservices.

RealizingtheadvantagesofSaaS,thecompanydecidedtotransformitsbusinessfromtraditionalIT
delivery model to IT service model, inside the business strategy collaborative commerce, an
applicationplatformproviderthatcanhelpbusinesspartnerstocollaborategainingmutualbusiness
benefits, with recurring business scheme. However changes cant be done by only changing the
businessprocess,butcompanyalsoneedtothinkabouttheeffectontheorganizationmodelincludes
interconnection between organization variables so that stakeholders, especially managers, can
understand how things work, what causes what and so forth within the organization. Not less
importantisthesoftfactorssuchasculture,leadership,andmotivation,alsoaffectthesuccessofthe
change.Itneedsguidancestepsfromplanning,implementation,tomakingthechangestick.Skipping
steps only creates illusion of speed and never produces a satisfying result (Kotter, 2007). After the
change was announced and implemented in 2 years, comparing with change management best
practices will be a best way to identify the unforeseen obstacles to change, and gain solutions to
acceleratethesuccessfulofchange.

A. ConceptualFramework

Kotter introduced 8steps to lead change that help companies to understand and manage change
whereeachstepsacknowledgeprinciplerelatingtopeoplesresponseandapproachtochange,which
canbegroupedinto5phases.Phase1Planning:(1)IncreasingUrgency;(2)BuildtheGuidingTeam;
Phase 2 Enabling: (3) Get the Vision Right; Phase 3 Launching: (4) Communicate for BuyIn; (5)
EmpowerAction;Phase4Catalyzing:(6)CreateShortTermWins;Phase5Maintaining:(7)DontLet
UpConsolidatingImprovement;(8)MakeChangeStick.

Change implementation cannot only rely on soft factors such as leadership and culture, the hard
factors also requires for change which affecting the successful of achieving steps in Kotter.
Measurement, communication, and interconnection of business elements will help directing the
stakeholderstomeetthechangegoals.Thisstudywillanalyzethechangeimplementationfromthe
stageachievement,interconnectionofthebusinesselements,andprogramexecution.

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Figure3.ConceptualFramework

B. MethodofDataCollectionandAnalysis

Since no specific change management programs, data collection where conducted three times to
analyze the change management implementation in the company. The first data collection is by
interviewingwiththeCEOinordertounderstandhowthemanagementplanandenablethechange
for the company. The second data is collected by spreading a survey from current employees and
resigned middle managers that leave after the change announced to know how the company
communicateandempowerthechangetoemployeestobuyin.Forthelastdatacollection,interview
to General Managers and selected employees are conducted to understand how the company
implement the change initiatives in order to win the change, as it requires in catalyzing and
maintainingphase.

C. AnalysisofBusinessSituation

TherearesomegapsbetweentheactualimplementationandKotters8stepsbestpractice(seeTable
2).Noformalguidingteamiscreated,thusnoonefeelresponsibletocommunicatethechangeand
empower the employees to make action to the change. However it turns out 90% of the current
employeerespondentshaveawilltosupportthechange,althoughonly55%feelthechangemessage
isclear.Itmeansthattheemployeesbelieveinthecompanyvision.

Table2.Kotters8StepofChangePracticeMapping

StepTitle
Theory
Implementation at Jatis
Solutions
Create
Needs
InAugust2010,allmanagers
Urgency
75%
were gathered to gain
(Planning) company support
from
middle
s
managersbycommunicating
managem the
new
strategy,
entto
organizationrestructure,and
support
the new director that will
change
leadthechange.

Create
Buildthe No formal guiding team
Guiding
guiding
created, management was
Coalition
team
expecting General Managers
(Enabling)
to lead the change for each
divisions.
The
change
implementation was lead by
thenewdirector.

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Createa
Vision
(Enabling)

Communic
atetobuy
in
(Launching
)

Remove
Obstacle
(Launching
)

Guiding
Teamto
createa
clear
visionand
strategies
for
employee
to
understan
dthe
maingoal
ofthe
change
Employee
tobelief
that
useful
changeis
mandator
yand
sacrifices
is
required

Managementhasprepareda
change vision, but no
strategic initiatives made.
The company immediately
announced
the
transformation (skip to step
4) and expecting GMs made
adjustment to the impact
that happened on the
divisions,
and
remain
achieving the targeted
revenue.

Thecompanyannouncedthe
change to all employees in
September
2010,
by
communicating the new
vision,
mission,
and
organizationrestructure.

A survey distributed in April

2012 resulted 86% current
employees believe the
changeand90%supportthe
change,
although
the
communication frequency is
perceived differently by
employees. Only 41% feel
the
management/agent
communicate the change
more than once in a month,
38%feeloncein16months,
and 21% others feel the
change is communicated
onceinthelast7monthsor
never. Only 55% feel the
change message is clear,
while the others choose
neutralorunclear.

Removal GM weekly meeting were

of
used to examine issues and
obstacle, solutions. The company has
e.g.
been restructured several
formal
times to adjust the
structure companys capability with
thatmake thenewvision.
itdifficult
toact,
However, middle manager
system
turnover ratio in 2011 has
thatmake increased from 17.57% to
itdifficult 58.57%.Asurveydistributed
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to
response,
and
discourag
eaction
from
leadersat
implemen
ting
change

in April 2012 to middle

managersthatresignin2011
resulted 65% respondents
feel loss of self belonging to
the company, while survey
toactiveemployeesresulted
24%lostofselfbelongingto
the company during the
change.
TheCEOindicatedthatneed
frequent realignment to
make
comprehensive
obstaclemitigation.
Create
Needto
At2011,GMswereforcedto
shortterm preparea adjust the business process
wins
processof to the new vision without
(Catalyzing producing considering the organization
)
short
elements readiness such as
termor
the staff, skill, style, and
quick
sharedvalue.
winsfor
Attheendof2011,theCEO
the
lead the change and made
changes
policiesthatGMscancreate
short term wins for 2012 to
prepare
the
required
elements
for
the
transformation.

Consolidati Requirem The company is still heading

ng
entto
for the achievement of the
Improvem buildnew change,thusthisstepcannot
ents
behavior bemappedyet.
(Catalyzing and
)
practices
into
culture
forlong
terms
success.
Managem
entto
focuson
giving
clarityto
aligned
visionand
shared
values,
reduced
interdepe
ndencies
between
areas,
etc.
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Makethe
change
e
stick
(Mainttaini
ng)

Toanchor
the
chan
nge
into
cultu
ure
withnew
behaaviors
rootedin
sociaal
norm
ms
and
share
ed
valuees

The company iss still headin

ng
for the achieveement of th
he
chan
nge.
Thecompanysh
houldpreparre
succcessor programs or
o
systtems as early as possiblle
to anchor
a
the change intto
thecompanyscculture.

m survey thatt were colleccted from reesigned midd

dle managerrs, 65% respondents feel loss of selff
From
belon
ngingtothe company,w
withthemosttchosenreaasonsarelossingtheircom
mpetencyan
ndlosebond
d
totheecompany(seeFigure4
4).Thisresulttshownthattthecompan
nyisnottoo
osuccessfulo
onmanagingg
theo
obstaclesafte
erthechangeannouncem
ment.Restru
ucturingtheo
organization
nwithoutclearnewroless
andrresponsibilities,lowcomm
municationo
oftheurgenccyanddirecttiontochanggemoreorleessaffectingg
the comfort
c
leveel of employees. Manageers that previously had good skills that
t
are neeeded on thee
origin
nalbusinessprocess,sud
ddenlyforced
dtoleavehiss/herskillsb
behindandadjustorlearrnnewskills..
Transsformationalchangeneeedssacrificess,butemployyeeswillnottmakesacrifficesunless theybelievee
that usefulchangge ispossiblee. These peo
oplewill tendtoresisttthechange andeventua
a
lly leave thee
pany.
comp

Figure4.Leveelofloseselfbe
elongingtocompanyfactorsfro
omresignedmaanagers

ngewasnot communicatedandconttrolledwell,theCEOcom
metoleadth
hechangein
n
Realizzingthechan
theeendof2011. Herealignsthevisionb
bycommuniccatingthechangemoreffrequentand
daskGMsto
o
create strategic initiatives that supporrt the chan
nge. 20 strategic initiaatives are collected
c
byy
h GM becau
use the proggrams often not documeented nor announced fo
ormally (seee
intervviewing each
Tablee3).RobertW
WatermanJrr,TomPeterrs,andJulien
nPhilipsfrom
mMcKinsey &Company believethatt
organ
nizational efffectiveness comes from
m the interaaction of se
even factors and successsful changee
requiiresattention
ntotheinteerconnectedn
nessofthevvariables[Palmer,2008:1
124].Foran organization
n
to op
perate effecctively, each
h of the seven factors within thiss frameworkk must be aligned and
d
conneected.Figure
e5illustratessthealignmeentoftheco
ompanysstraategicinitiativestogetherwithissuess
found
donseveralfactors.

Taable3.20StrategicInitiatives

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N Div. StrategicInitiatives
o
1 PI
IndustriesFocus
MS
2 PI
Enhancement Product
MS Connector
3 PI
NewServiceServiceAfor
MS newtargetmarket
4 PI
NewServiceServiceBfor
MS newbusiness
5 PI
Enhancement Product
MS Component
6 PI
Maintenance
MS Standardization
7 TAF FrameworkStandardization
8 EPP Partnering with 3rd party
for
reseller
and
implementer
9 EPP DocumentStandardization
1 EPP ProductEnhancements
0
1 BIZ SalesMentoring
1
1 BIZ New Product Product A
2
forMicro
1 DN Encourage
knowledge
3 D
sharing
1 MS Improve
administration
4 U disciplineformaintenance
1 W
ProductEnhancements
5 MI
1 W
Hiring Subject Matter
6 MI Experts
1 W
Partnering with 3rd party
7 MI for
reseller
and
implementer
1 PM PMMentoring
8 O
1 PM PMToolEnhancement
9 O
2 PM PM Policy and Template
0 O Standardization

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7SElements
Strategy
productivity
Strategy
growth
Strategy
growth
Strategy
growth
Strategy
productivity
System

System
Strategy

productivity
System
Strategy
growth
Skill
Strategy
growth
Skill

System
Strategy

productivity
Staff
Strategy
growth
Skill
System
System

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Strateegy

Build growth and productivvity strategies :

Growth:
1. Prepare new product & services
Productivity:
1. Focus only on targeted industries
2. Partnering with 3rd parrty
3. Continuous product enhhancement

System
1. Enhance prooject management tool and
methodology
2. Improve stanndardization and administraative for :
a. customer acquiring
b. project implementation
c. support/maintenance
d. Product
Need to strenggthen employee engagemennt and
retention progrrams

Structure
1. Restructuure organization, focus on industry
(sales) andd product (delivery)
2. Aligning business units structure

Shared Values
V

Need to connsider to raise the structure level of

PMO divisioon

SPORTIF (Smart, Professsional, Organization for

learning, Result oriented, Teamwork,
T
Integrity , Fun
and Openness
Need strengthen the culturral value to be shared
valuee

Staff
Hire 3 Subject Matter Experts to fill the skilll gap

Skill
1. Empoweer knowledge sharing and trraining
2. Sales Meentoring
3. PM Menttoring

Need to hire staaffs to fill the resigned emplooyees

position

Styyle
Managements leadershipp style is inspirational and
commanding. The companny needs logical and
supportive leaders to leadd the change .

Figure5.StrategicInitiativeA
Alignmentto7SSMcKinsey

uccessful if tthe implemeentation is not

n producin
ng expected
d
Strateegic initiativve plans mayy not be su
resultts, either be
ecause the obstacles
o
are
e not identiffied and evaaluated, or id
dentified bu
ut cannot bee
overccome. Thesee strategic initiativeproggramswill beethe short term
t
wins to
o meet and celebrateto
o
motivvate people supporting the change as required on Kotte
ers step 6.. DICE meassurement iss
conducted to the
e 20 strategic initiatives to knowthee successful probability and
a highest obstacles in
n
20%program
msareinthee
theeexecution.Figgure6illustrratesthemeeasurement result:only 4of20or2
Win ZZone. The biggest
b
threaat is C1 or top level com
mmitment (ssee Table 4)). Lack of resources and
d
changging priorityy of top levvel support became thee most com
mmon issues. Several prrograms aree
postp
poned becau
use team ressigned and no
n replacem
ment, or simp
ply because the top leveel shift theirr
focusstoanotherimportantisssue.

Figu
ure6.DICEScorreDiagramofSttrategicInitiativvesPrograms

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Table4.DICEMeasurementResultofStrategicInitiativesProgram2012

Program
Number

DICEScores

Tot
al
DIC
E

Actual
Outcom
es

20%
Postpon
ed
0%
Postpon
ed
20%
Postpon
ed
20%
40%
20%
Postpon
ed
100%
0%
Postpon
ed
70%
60%
70%
20%
Postpon
ed
60%
100%
70%
20%
20%
0%
Postpon
ed
100%
100%

C
1
3

C
2
2

E
1

17

26

18

4
5
6

4
2
2

3
3
3

3
3
3

2
2
2

2
1
1

20
17
17

7
8

2
3

3
3

3
3

2
2

2
1

18
18

9
10
11
12

3
1
1
1

2
3
1
3

3
3
1
3

2
2
2
2

3
4
2
1

18
17
9
17

13
14
15
16
17
18

2
1
2
4
4
4

3
2
1
3
3
3

3
2
2
3
3
4

2
1
3
2
2
2

1
1
3
1
1
2

17
11
14
19
19
22

19
1 1 1 2 1 8
20
1 1 1 2 3 10
TotalEach
4 5 5 4 3
Elements
6 1 4 1 6
TotalActualOutcomePercentageforQ1 45.5%

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3. Bu
usinessSolu
ution

Lookiing at the situation in Jaatis, several issues can be

b found on
n each changge stage (see Figure 7,)..
Theseeissuesmayyhappenbeccausethecompanyisnottseparatingbetweeniniitiativesthatsupportthee
changge and stand
dard work programs.
p
No
o formal guiiding team cause
c
no people feel responsible to
o
makeesurethechangeisontrrackandbuildthechangeeculture.Toovercometh
hefindingisssues,severall
solutionsareprop
posedonTab
ble5.

Figure7.ChangeManaggementProblem
mMap

Table5.PropossedSolutions

No Sollution

Proposed Activities
Outcome

Leaadership
and
d
readiness
forchange

Deffining
orgganization

ProposedActivities
CEOto
oassignform
mallymanageers
whow
willbethegu
uidingteamaand
responsibleforen
nsuringthat
changgesaresustained
CEOto
opersistentlyguidingthee
managgerstobeaggentofchangge
capab
bleofleadinggand
facilitaatingthetransformation
n
Contin
nuousleaderrshipand
regenerationproggramfor
managgersandemployees
Managerstobuild
dacultureoff
coopeeration/collegiality
o Teamwork
T
o Reflectivepra
R
actice
o Continualimp
C
provementaand
leearning
o Responsivene
R
esstochangee
ExpectedOutcome
Sameurgencyleve
elamongsth
he
managgementandmanagers
Formeedastrongin
ntegrityand
comm
mitmentguidiingteam
Formeedaleadersh
hipand
regeneerationcultu
ure
ProposedActivities
Managerstodevvelopclear
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interventions

Clarityof
purpose

Strategic
initiative
alignment

strategicinitiativesanddefine
detailactivities/proceduresto
bedonebythestaff
Managerstoacquireandmake
itavailabletherequired
resourcesandinfrastructureto
supportthechange
Managerstoreviewand/or
revisepoliciesandprocedures
asrequiredforworkactivities
thatneedspecificaction
requirementsduetothis
organizationalchange
Managerstodoregularreview
ofthestrategicinitiativesby
usingDICEtoolstopreventand
overcomeanyobstaclethat
mayinterferethe
implementation
ExpectedOutcome
Obstaclestowardsthechange
arereviewedandprevented
Formulatewellplannedstrategic
initiatives.
Strategicinitiativesaretreatedas
projects,withcleartarget
outcome,documentation,and
procedures/activities.
ProposedActivities

Managertoconductintense
periodsofstaffconsultationto
establishthesenseofpurpose
andurgencyestablishedand
recognizedthestagesofchange

CEOtoinspireManagersand
stafftomove,maketheneeds
forrealchange
ExpectedOutcome
Sameurgencylevelamongthe
employees
ProposedActivities

Managerstoconductregular
alignmentwithbothCEOand
staff.Developacommunication
planandregularmeetingwith
thestaff.Exchangeregularand
uptodateinformationaboutthe
transformationinaproactive
andopenmanner

Managerstoconduct
comprehensiveassessmenton
anyresistanceandobstaclefor
thechange

HRtosynergizestrategic
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initiativestomanagersKPI
ExpectedOutcome

Sameunderstandingofthe
changemessageamongthe
management,managers,and
employees

Formallyreviewingtheinitiatives
tosenseanyresistanceand
obstacle.
Connectedness ProposedActivities

Overcomeresistancetochange,
identifyandpromote
relationshipamongdivision,
encouragesmatchingof
individuals

Connectpeopletoeachother
throughsharedexperience,
strengthenedrelationships,
sharedacommonpurpose,and
storytellinginaninformalwayof
conversations.
ExpectedOutcome

Continuousremovingobstacles

Reduceemployeeresistanceto
thetransformation
Quickwins
ProposedActivities

Prioritizeinitiatives;develop
shorttermrealisticmilestoneor
interimgoals

Makeappropriatecelebrationon
anymilestoneachievement
ExpectedOutcome

Encouragequickwinsactionand
implementation

Encourageemployeemotivation
towardsthesuccessofthe
transformation
Consolidating ProposedActivities
performance Continuallymonitoringplan,
improvement
implement,review,andimprove
cycle
o Workprocessimprovement
o Staffdevelopmenttocreate
aculturalresponsiveness
o Reviewachievement
regularly
o Mitigationresistancefactor
Considerthedevelopmentofa
retentionstrategyforkey
personnelifriskoflosingthemis
high
Considerimplementationof
appropriaterewardsand
770

Effendy,TjakraatmadjaandWelly/TheIndonesianJournalofBusinessAdministration,Vol.2,No.7,2013:758772

recognitionforkeycontributors
ExpectedOutcome
Employeeengagementand
retentionprogramisbuilt.

Higheremployeemorale
Stengthen the ProposedActivities
companys

HRtorepromotecorporate
culture
culture(SPORTIF)toall
employeesandmanagers

HRtocreatecontinuousbuilding
cultureprogramswithinteresting
rewardsandrecognition.

HRtoaligncorporateculture
withmanagementpracticesand
KPI
ExpectedOutcome

Companysculturevaluebecome
sharedvalue

Higheremployeemorale

4. ConclusionandImplementationPlan
Basedontheanalysis,themostcrucialissuesofchangemanagementinJatisSolutionsthatmakethe
implementationunalignedwerethedifferentlevelofurgencywithintheorganization,lackofchange
agentskills,andweaksupportfromHRinbuildingtheformalchangemanagementprogram.Therefore
changeimplementationmustbedevelopedbystrengtheningthereadinesstochangeisstrongintop
levelsuchasrealignmentoftheurgencyinmanageriallevel,preparechangeagentskillsandbuilda
formalchangemanagementprogramtogetherwithHR.Thenthecompanyshouldworkthechange
together with front line employees, increase the employees motivation, and synergize the new
cultureandchangemanagementprogramstoperformanceindicatortomakethechangestick.Table
6illustratestheproposedimplementationplanstartfromQ22013.

Table6.ProposedImplementationPlan2013

Mon
th
Apr

Program

Leadershipand
readinessfor
change
Clarityof
purpose
Defining
organization
interventions
Strategic
initiative
alignment
Quickwins

Connectedness

May

Jun

Involved
Person/Unit
BoD,GMsand
HR

PIC
CEO

Managersand
changeagents
Managersand
Staff

Change
agents
Managers

CEO,
Managers,
Staff,andHR
Managers,
changeagents
andstaff

Managers

Managers
and
change
agents
Managers,
Change
changeagents, agents
771

Effendy,TjakraatmadjaandWelly/TheIndonesianJournalofBusinessAdministration,Vol.2,No.7,2013:758772

Oct

Consolidating
performance
improvement
Strengthenthe
companys
culture

andstaff
Managersand
HR

HR

HR

HR

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