6module Change Management

1
Change Management in
Organization Development
Support the employee acceptance on new Organization
& increase the Organization Capability
By Pungki Purnadi
www.pungkipurnadi.com or www.pungkipurnadiassociates.com
Yogyakarta, 13th Jun; 13th Feb 2016; 4th Feb 2017 & 1st December 2018
Universitas Kristen Duta Wacana (UKDW) Yogyakarta

as part of Certified Organizational Development Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
Pungki Purnadi & Associates – www.pungkipurnadiassociates.com
The world is
changing…
MODULE OBJECTIVES
This module will help the participants in
• How to make smooth transition when

develop organization
• Understand the theories and their
application on designing Change
Management Program
• How to measure the success organization
change with an appropriate change
management tool and organization to create
value

6
IF YOU FOCUS ON RESULT THEN YOU

WILL NEVER CHANGE……
IF YOU FOCUS ON CHANGE THEN
YOU WILL GET BETTER RESULT
……. Certified Professional Human Capital Management (CPHCM) - Indonesia
Purpose : Making Impacts
We believe small business is

the engine of Indonesian
economy. We are building
something that impacts life
of millions of family and
Indonesia as a nation.

Performance : Result Oriented
Bureaucracy kills culture and demotivate

people. We work backward how to find better
result and then make the process and price
very efficient. Not the other way.

Freedom : Self Aware
We don’t have strictly working hour. We believe

great people can manage their own time.
They are self centred: self motivating, self
discipline, self improving. They should focus on
problem solving than the time itself.

Freedom : Action Oriented
We believe in leading by example. Each of us

should be a good example of others. Action
speaks louder than talks or statements
displayed in the lobby. Don’t wait to be told.

Freedom : Be Experimental
Don’t settle. There is always better things out

there. Keep experimenting, fail often, learn
often, success often. Always raise the bar.

Collaboration
We believe in collective performance.

Everyone must help each other to show
performance. We don’t let selfish
kills the company.

culture transformation
Building Smell of The Place

It’s not ask people to change, it’s about creating the right context for great
smell of the place
Kolkata Fontainebleau
Constraint Stretch
Comply Self Discipline
Control Support
Contract Trust
Prof. Sumantra Ghoshal
Certified
© 2018. PT Bank Mandiri (Persero) Tbk. Professional Human Capital Management (CPHCM) - Indonesia
culture transformation
We’re creating the great smell of the place by using four elements
1 2
STORY TELLING ROLE MODEL
Tell me Show me
“I know what is expected “I see my leaders,
of me – I agree with it, colleagues, and staff
and it is meaningful” behaving differently”
3
4
PERFORMANCE
CAPABILITY MANAGEMENT
BUILDING
Guide me
Teach me “Barriers are being
“I have the skills and removed & I’m rewarded
opportunities to behave in for making the changes I
the new way” am being asked to make
Certified
© 2018. PT Bank Mandiri (Persero) Tbk. Professional Human Capital Management (CPHCM) - Indonesia
preparing our tomorrow people
Mind-set as a center to cultivate learning mood & agility…..
Learning Thinking
Capacity Ahead
Growth Growth
Mind-Set Mind-Set
Learning Learning Thinking Thinking

Passion Speed Across Again
Certified
© 2018. PT Bank Mandiri (Persero) Tbk. Professional Human Capital Management (CPHCM) - Indonesia 13
Automation and Technology
Employees now have expectations as consumers
Automate,
Outsource, Enhance
Benefits selection
and change
Location-agnostic
working
Wearables in
the workplace
Managing Tomorrow People | Marina Tusin 5
Source: PwC’s Future of Work Conference 2018

New ways of working
What is driving the focus on the employee experience?
Rise of gig economy
Flexible working models
Fragmentation – alliances,
hubs
Governance and culture
Always connected 24/7

working
Managing Tomorrow People | Marina Tusin Source: PwC’s Future of Work Conference 2018 6

Demographic changes
Adapting to the one size fits all model
Millennials’ expectations:
personal development key
From ‘job for life’ to

‘portfolio career’
Working for longer
Reskilling of individuals
for adaptable careers
Openness to new types of

working – and different
W orkforce of the future
models

… they have a spectrum of many possible selves…

Adaptability – the key to the future
One clear lesson arises from our analysis: adaptability – in organisations,
individuals and society – is essential for navigating the changes ahead. 74%
are ready to learn new skills or
completely retrain in order to
remain employable in the
future.
PwC survey of 10,029 members of the general population
based in China, Germany, India, the UK and the US – base
all those who are not retired 8,459
Pivotal talent: The ultimate
prize
Automation of routine tasks encourages the

increased specialism we see in the four worlds.
This suggests that those workers with the
critical skills that organisations need will
become the ultimate prize
– whether they are full-time employees or
contract workers.
Managing Tomorrow People | Marina Tusin Source: PwC’s Future of Work 2030 Report 9

21
Personnel Mgt HRM HCM
DIGITAL
HRIS – BASED –
PAPER ESS
PEOPLE
BASED E – Job Desc
BASED E-Recruitment
E-Learning
E-talent
Boomers Gen X Gen Y

WHICH GENERATION ARE YOU COMING FROM ?
Source :
Mercer Pte. Ltd. (2017). Attracting top talent from millennials generation. Singapore.
24
Variance of Work Forces Generation

“One size fits all” strategy can’t cater to all group’s preferences and needs

25
Level
L L
• In this model, ranking between
L1 L1 L1 L1 L1 positions represents functional
L2 L2 L2 L2 L2 L2 L2 L2 L2 level, which can be misleading
L3 L3 L3
Position Class – Job Grade

58 L
57 L1 • Position/Job Evaluation clarifies
56 L1 each positions’ relative ranking
L1 L2 between one another,
55
represented in “Position Class”
54 l2 or “Job Grading”
53 L2 L3 L1
52 L2 L2 L3 L2
51 L2 L2

VISION – MISSION - VALUES
BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY
Business Target Organization Career &

- BSC Remuneration Knowledge
Structure Succession
Strategy Mgt Strategy
Strategy
Job Talent ▪ ▪ Staffing
KRA
Design
Critical
Moment of KPI
Job C&B▪ CB HRM ▪ Recruitment
Truth Description
(Biz Process) People
Job ▪
Evaluation Develop ▪ Performance
SOP & Work -ment Appraisal
Instruction
Job Grade
Corporate Performance
Management
Workforce Organization Change & Culture Employee Recruitment People
One Year Strategy Planning Management Management Master File & Selection Competency
Action Plan
Leadership HR Information C&B Performance CareerTalent Learning &

P-D-C-A Development System Management Management Management Development
26
Business Model Organization
Certified Professional Model Management (CPHCM) - Indonesia
Human Capital People Model
PILLARS of ORGANIZATION & PEOPLE house
OD Attract Develop Motivate Retain

VMV
Org Behavior
Recruitment Learning & PMS Talent
& Culture
KRA
Selection Development Rewarding (Hi-Po)
KPI Placement Scholarship Leadership C&B
Organization Integration Career (Coaching & (Salary
Structure (Induction) CBHRM Counseling) Structure)
Job Desc KM Promotion Industrial
Job Eva Job Rotation Conducive Relations
Job Grade Assignment Working Succession
Manpower Environment Retirement
Planning
Change Mgt

HUMAN CAPITAL FRAMEWORK
Analyze, set direction & control organization
congruency with the demand of
Maintain Corporate the strategic business
Expansive Strategic Business Plan objectives & plan
Retrench
As response to environmental
Corp HC
opportunities & challenges
Organization Strategy, Organization
Development, Job Management,
HC budget, HCIS,
Manpower Planning strategy,
Integration of maintaining & retrenchment

Planning Succession & Replacement Planning
Change Management
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy
Placement Strategy
Retaining Dynamic HC Cycles

Which is led by Corporate
Acquiring
Business Plan
Compensation & Benefits Strategy

Industrial Relation Strategy
Maintaining Developing
Corporate family Learning &Dev Strategy
Work-family life balance program Performance Mgt Strategy
Career Dev. Strategy
Competency Dev. Strategy
CONTEXT OF MODERN ORGANIZATION
• Modern organizations are operating in a

rapidly changing environment
• “The way they do business” had to change
in order to survive and grow
• “Downsizing” and “mergers” are common
• Change has exacted tremendous toll on
the human & financial resources or
organizations

WHY ORGANIZATION DEVELOPMENT ?
• OD is planned change applied to

organizations
• It enables an organization to
systematically reshape its processes
in order to become more competitive
• It is a means for reducing the human
& financial cost of organization
change

WHAT CAN BE LEARNED FROM
ORGANIZATION DEVELOPMENT ?
• The nature of organizations as open systems
• Principles for managing organization change
• Identifying organization strength, weakness,
opportunities & threats (SWOT)
• Using appropriate OD tools, such as ARCI
matrix; BSC to establish KRA – KPI, 7S Mc
Kinsey, etc.
• Recognizing organizational readiness
for change

32
External Factors……
Internal Factor…….

Internal and External Environment Analysis are the key input in
developing strategies and initiatives to be organization model.
1
4
Internal Analysis 3 SWOT Strength Weaknesses
Opportunities S-O Initiatives W-O Initiatives

How will Organization's past performance
affect future actions? Strengths Weaknesses
Threat S-T Initiatives W-T Initiatives
Opportunities Threats S-O: How to leverage on the internal strength to take

2 advantage of external opportunities. (GROWTH)
External
Environment W-O: How to improve internal weaknesses by taking
advantage of external opportunities. (SUSTAIN)
Analysis
S-T: How to use the internal strength to reduce its
How are key environmental drivers
vulnerability to external threats (SUSTAIN)
going to affect business?
Divisional’s S&I must also in line with PTP’s Strategic Directions and
Key Initiatives.
W-T: How to prevent company's weaknesses from
PTP Strategic Directions PTP Key Initiatives
making it susceptible to external threats (SURVIVE)
§
§
§
Deliver a robust business through §
enhanced portfolio management to §
contribute §
a total value of USD ??? Billion
§ Undertake regular performance benchmarking to enhance competitiveness
level.
5
§ Strengthen Long Term Manpower Planning to support business objectives
§
§ Develop in-house capabilities in business building, field rejuvenation, small field
PTP’s
development and abandonment.
Strategic Build competitive advantage through§ Expand and enhance local basin knowledge.
§ Enhanced business building relationship in focus countries.
Directions capability development in PTP’s
§ Participate in partnerships which create advantage beyond that of an individual
identified Institutional Capabilities
Organization
player.
§ Expand around core producing areas to provide leverage for future advantages
§ Develop and implement the identified niche technology areas.
§ Strengthen staff development efforts.
BSC
§ Implement structured succession planning.
Close leadership gap and inculcate
Global Champion’s mindset in PTP
§ Enhance leadership development program.
§ Implement intervention plans to uplift mindset change in courage , meaning,
ownership and value. Model &
8
Structure
Initiatives

Input
Details of
Output
Open System
External
Factors Organization
Vision – Mission – Values – Strategy Objectives/Target
Job
Initiative
BSC KRA - KPI Description
SWOT Strategies
Business Business Organization

Strategy Process Structure and People
SWOT
ZZZz...
KRA - KPI
SLA PMS
34 Certified Professional Human Capital Management (CPHCM) - Indonesia
CONCEPT OF INNOVATIVE
ORGANIZATION
To be innovative, organization concept has been completely changed
CREATIVE DESTRUCTION OF ORGANIZATIONS
Pyramid Empowered Teams
CEO Top
Management
team
COO
Center
Team
Leader
Business
Units
Business
Team
Member
Division
Characteristics : short layers, team on life-cycle, bottom-
up & top-down, market based pay &
Characteristics : rigid & stable position, top down, frequent change between team leader &
seniority based pay & promotion members, free choice of career
CONCEPT OF INNOVATIVE
ORGANIZATION

Resource Matching –
Categorizing Talent
Maintain Innovate for few
current System business, solution
Generalist Entrepreneur Organizational

Leader
Problem solver
Specialist Professional
Increasingly important
in the 21st century
EFFECTIVE ORGANIZATION INDICATORS
• Achieve the Goals
• Profitable, Growing, Innovative
• Vision and mission are understood and remembered by
the Employees
• Employees have high level of Engagement
▫ They will recommend the organization to others
▫ They will become the ambassador of the organization
▫ They will strive for excellence
▫ They will stay with the companies despite attractive offers
from others
• Labor Union becomes Business Partner

HOW TO MEASURE EFFECTIVENESS ?
• Organization Achievement
• Profitability, Growth and Innovation Level
• Organization Climate Survey
• Number of Appeals for Job Evaluation Result
• Employee Turn Over and Exit Interview Result
• Recognition from Others
• Industrial Relation Issues

40
Change Management in
Applied Theory and Change Management Objectives
By Pungki Purnadi

Change Management -
Optimizing the Change Curve
Change Management is all about ensuring
Sustain
People Acceptance, Ownership and
Improvement
Readiness for the change and using the new
system & way of work
Business Performance
Target
Minimise Performance
length of
Current disruption
State
Minimise
degree of
Desperate
disruption
Valley
Time

“Valley of Despair”
The goal of change management is to support people throughout
the change process and enable them to continually improve their
performance.
with Change
Management
maximum
View Change as a process, not an event performance
D increase can
C be achieved
A
without
performance
Change
Management
predictable
Build Change Management outcome
cannot be
Foundation B achieved
New
Organization
Go-live
“valley of
despair”
time

Commitment Curve
Stakeholder Group X
Commitment
Ownership
Acceptance
Understanding
Awareness
Time

Key Interventions
… through proactive interventions. ILLUSTRATIVE
ILLUSTRATIVE
“Day-in-a-life-of”,
Roadshows, Training, Performance
Socialisation, Face- Coaching Support, FAQ
to-face discussions to develop new skills to assist the target
to build an understanding and knowledge audience when
of the new organization, they need
processes, impact on their assistance upon
job implementation
Commitment
Change Commitment Level
Acceptance
Project Launch,
Newsletters, Articles, Understanding
Decision not to
accept/support
Change Aborted
after
Implications if
Negative
Email, Starter Pack & AwarenessConfusion Perception
implementation Implementation change is not
Intranet/Internet managed
to build awareness and Time
understanding of the changes
(all stages)
Communication
Communication rules....”I will
Change flows listen and learn when it is told to
downhill me....”
Sponsor
Face to face
Has been through the

change and can
Agent
validate and own the Direct from my supervisor
benefits
Can support the
change
In terms relative to my
Target Can only be taken
current job
through the change by
a sponsor

Resistance to Change
People are by nature resistant to change as it brings
uncertainty and doubt.
Resistance to Change Some key lessons learned..

• It is inevitable - everyone experiences it • Organization don’t change – people do
to some degree.
• Typical barriers to change
• It is a rational coping method - not • Don’t understand why they need to
change and how they need to behave
irrational. differently
• Don’t see bosses supporting the
• It will not go away - it will only get change
worse if people have no real outlet for • Too many change initiatives
• Track record of not managing change
expressing their feelings about • No one is accountable for
changes. implementing change
• It can be managed if it is expressed / • High cost of failure associated to the

barriers to change
identified. - Lack of trust
- Lose enthusiasm and motivation
- Benefits takes longer time to achieve
- Go back to old habits and ways of
doing things
- Productivity take a dive
- Wasted resources
Potential resistance issues - 1
The following resistance/change issues may hinder the success of
the new organization in the company.
Resistance/Barriers Implication Mitigation/Action
to change
• Perception that the • Low commitment/ • Involve GMs and line

managers as part of the
project does not have ownership to change project team – involve them
impact much due to • Negative perception early to build ownership
previous project very early on the • Provide more details as
project progress to help
experience project generate understanding
• “On boarding”/hold holding
in new role
• Directors show visibility –
walking around project site
• Make a lot of “noise” to
increase awareness
• Devise a gradual change
implementation approach
instead of radical changes
so that those affected can
follow every step of the way

Potential resistance issues - 2
The following resistance/change issues may hinder the success of the new
organization in the company.
Resistance/Barriers Implication Mitigation/Action
to change
• Mindset change is difficult and • Revert back to old ways of • “Walk the talk’ by leadership
takes a long time doing things (role model)
• Work culture does not support • Select right people for the
asset based organization right job
• Coaching/training where
required
• Current level of competence may • Lack of competence to perform • Job profiling for candidate
not support the requirements for in new organization selection
a new organization environment • Coaching/training
• Empowerment from management • Compromised decision making • Line of authority

team process considerations
• Micro-management of day-to- • Span of control
day operations considerations
• Commitment: employees are • Unable to sustain the change in Leadership by example –
•
expecting the leaders to take the long term implementation needs to
first step to change take into account the need
for the leaders in company
to become role models to
the rest of the people in the
Certified Professional Human Capital Management (CPHCM)organization
- Indonesia
Rutinitas
• Jika anda menjalankan rutinitas, maka anda sedang membangun kebiasaan. Kebiasaan membangun kenyamanan
dan kenyamanan menghentikan anda dari kegelisahan, sedang tanpa kegelisahan, maka siapapun akan lalai.
Siapa yang lalai akan terkena krisis.
• Rutinitas ini bisa berupa rutinitas fisik maupun berfikir. Berangkat pagi pulang petang. Berfikir dengan cara yang
sama, dan selalu mendapat response dan feedback yang sama. Kemudian terbentuklah POLA. Jika rutinitas anda
sudah sangat teratur, maka anda sedang dibuai musuh perubahan yang akan membunuh anda dengan sangat
lembut.
• Bagaimana dengan sebuah organisasi? Ya! Sama saja! Rutinitas merupakan musuh lembut yang berbahaya.
Jika kegelisahan positive tidak selalu dibangun, maka sudah pasti organisasi itu akan terlindas. Hanya ada
dua pergerakan, baik individu maupun organisasi. Bertumbuh atau menuju kematianya. Amati baik-baik, apakah
Anda sedang bertumbuh atau sedang menuju kematian yang sangat lembut.
• Merubah pola kerja, pola berfikir dan menstimuli diri dengan ekspektasi yang lebih baik, akan membuat
kegelisahan positive untuk diri kita, untuk bisnis kita. Orang berlatih lebih giat ketika mengetahui pesaingnya
lebih bagus, orang juga akan bekerja lebih baik, ketika ancaman selalu mengikutinya.
• Lihatlah sekitar anda! Lihatlah karyawan anda! Lihatlah diri Anda! Lihatlah pendapat pendapat Anda. Lihatlah
rencana Anda. Apakah cenderung membangun rutinitas ABADI? Jika ya maka Anda sedang dikalahkan oleh
sebuah kata yang memiliki koefisien Gesek yang paling tinggi terhadap laju perubahan. Yaitu RUTINITAS
• Perhatikan team Anda.. Apakah mereka adalah raja-raja yang sedang membangun kenyamanan, designer
rutinitas yang ulung dan musuh-musuh perubahan. Mereka adalah kabut yang menyelimuti pemikiran dan gerak
laju perubahan, sehingga awareness organisasi terhadap perubahan semakin layu.
49
Risiko
• Semakin besar keuntungan, semakin besar risiko yang bisa terjadi.
Ini adalah rumusan pasti. Setiap keputusan pasti juga ada
kandungan risikonya. Dan setiap perubahan adalah sebuah
keputusan. Jadi tidak ada perubahan yang tidak mengandung
risiko. Dengan Kata lain PERUBAHAN BESAR RISIKO BESAR.
• Nah… inilah yang banyak menyelimuti logika orang. Ini pula yang
membuat kebanyakan orang enggan dan takut melakukan
perubahan. Jarang sekali orang berfikir PERUBAHAN besar
KEUNTUNGAN BESAR. Dalam sebuah organisasi tentu semakin
berat, karena perubahan dalam kebijakan apapun bisa merisikokan
anggotanya. Dan Anggota yang sudah merasa nyaman dengan
current condition, pasti akan melakukan penolakan-penolakan.
• Kekawatiran inilah yang sering membuat benda kecil berbayang

besar. Risiko-risiko selalu harus diambil. Orang yang tidak mau
menanggung risiko, sebenarnya sedang merisikokan seluruh
hidupnya. Pemimpin yang tidak berani mengambil risiko, maka dia
sedang merisikokan seluruh bisnisnya, seluruh teamnya.
50
Sejarah
• Sejarah ini sering membelenggu seseorang untuk diam. Sedang perubahan yang
dramatis kental dengan kata LONCAT, ESCAPE, GEDOR, GEMPUR, BABAT, BERONTAK,
LAWAN kemudian dengan kata-kata membangunya TEGAKKAN, TEGUH,
PANTANG MENYERAH, BANGUN, RAWAT.
• Sejarah masa lalu sering kali membelenggu seseorang untuk tetap dan statis.
Ayahnya Tukang Cendol, maka sang anakpun belajar menjadi tukang cendol dan
berjualan cendol. Itu Sejarah. Kalau penjualan produk A tahun lalu 500 Juta, maka
tidak akan berani menulis target 2 M. Ini adalah belenggu sejarah
• Kalau penghasilan sekian tahun yang lalu adalah 10 Juta per bulan, maka tidak
berani untuk LONCAT ke 10 Juta per 2 Jam. Ini adalah belenggu sejarah, yang sama
jahatnya memusuhi perubahan.
• Waspadai tiga musuh perubahan ini, dia akan lembut memperlakukan anda, agar
selalu seperti yang sekarang ini. Dia akan mematikan alarm anda agar tetap
nyaman, dia akan membius team anda agar tidak berani mengambil risiko. Dia akan
menina bobokkan seluruh team anda dalam rutinitas yang nyaman dan mematikan.
51
Communication Calendar Illustrative
Always refer to the LAN copy for latest Communication Calendar

AGENT OF CHANGE (TRANSFORMERS)
Full
AoC
HALF
AoC
VOLUNTEER
AoC

54

55
The Success of Change

Management Program
Journey of Change Management Survey
By Pungki Purnadi

56
First they
ignore you,
then they
ridicule you,
then they fight
you….
and then you
win.
Managing Change Effectively: The Change Curve
• We can view the change process as a journey.
• Transformational change management is about the process of navigating the

journey to transform the organization between point A (current state) and
point B (desired state). Navigation is necessary because the route is
normally not a straight line.
• By effectively managing the change journey, it is possible to reduce the

time taken to move towards the performing organization of the future and
influence the new level of performance reached.
• This curve can be experienced at an organizational level down to the

individual level. Each person experiences their own change curve; dip is
predictable, depth and timing is not, unless you try to consciously manage
it. D
C
A
B
57
The Four Quadrants Model
Our Best Practices show the following 4 groups of attributes to be
distinguishing characteristics of an organization’s ability to successfully
undergo change
Planning for and managing the Sponsorship of change by key

move from the “as is” organization executives, illustrating to the
to the desired“to be” state entire organization management’s
commitment to the change effort
Navigation Leadership
Enablement Ownership
Critical products developed that Ownership and commitment to
provide individuals and the change experienced by all
organization with knowledge, skills, individuals affected by the change
tools, frameworks and support to throughout the organization
perform their work successfully

59
The Four Quadrant Model for Change

Transforming an organization requires a
plan for managing change throughout the
process. Consider different change
elements along the way:
▫ Navigation and leadership help us to

understand how well the change is being
managed and led.
▫ Enablement and ownership help us to

understand the support that is in place to
make the change happen and how engaged
the business is in accepting the change.
▫ Navigating the change requires a balance

of key activities that move us from the
vision, enable and prepare the team to take
on the new responsibilities, and then
successfully own and execute against the
vision.

60
Levels of Priority
• Depending on the stage of the program, specific quadrants
have varying levels of priority. A
B
• Different elements are required during different stages of

the transformational change program. How can you drive
change at pace and in a way that people will accept it?
• Using journey navigation, focus the efforts of the change

program in different quadrants of activity as the
organization goes through the change curve.
• As you move through the change curve, the need for

leadership and navigation changes over time. As the
organization becomes more enabled, the ownership for the
change grows.
• During the initial stage of a transformational change

journey, it is important to define the macro view
(navigation and leadership) of the changes that will impact
the organization. Components more focused on the micro
view (enablement and ownership) are in the mobilize or
implementation stage.

Levels of Priority – Profile on each stage
Navigation
Awareness Commitment
Stage Stage
Navigation
Enablement
Ownership
Navigation
Understanding
Stage
Navigation
Leadership Leadership
Ownership
Ownership
Enablement Enablement
Leadership
Acceptance
Ownersh
Enablement Stage
61
62
Design Change
Management Survey
To achieve commitment stage on change curve
By Pungki Purnadi

Overview
• Objectives
▫ Test and validate the characteristics and attributes that contribute to an
organization’s change readiness
▫ Recommend solutions for the Company to enhance its
ability to successfully undergo change
• Hypotheses
▫ Different organizations’ ability to change can be described using a
consistent set of attributes
▫ These attributes, applied to the company’s environment,
can be measured
▫ The level to which these attributes have been developed is a predictor of
an organization’s ability to change
▫ A higher ability to change leads to strategic and competitive advantage
• Audience
▫ Level 3 & Level 4 onward (up to middle management) of the organization
• Outcomes
▫ Identified areas of focus and recommendations for the Company in order
to enhance its ability to successfully undergo change
63
Key Roles to be Measured
BoD & Immediate
BoD & OT
Supervisor
Process & Individual

Tools

Where Are We Today?
NAVIGATION LEADERSHIP
ILLUSTRATIVE
16. In past change initiatives, senior management understood the operations of 1. In past change initiatives, senior management (VP’s and Department Heads)
the business well enough to make the right decisions. committed required long term resources to complete the initiatives.
17. Past change initiatives were aligned with our corporate vision. 2. In past change initiatives, senior management was actively engaged
throughout the change process.
18. Past change initiatives had a clear sense of direction.
3. In past change initiatives, senior management assigned initiatives leaders the
responsibility for completion of the effort.
19. In past change initiatives, we effectively managed projects across business
units.
4. In past change initiatives, senior management demonstrated behaviors that
pulled people towards the change.
20. In the past, the number of change initiatives that we undertook was within
the organization’s ability to assimilate all of them. 5. In past change initiatives, senior management effectively communicated
about
the change (reasons, benefits, strategies).
ENABLEMENT OWNERSHIP
6. The people affected by past change initiatives understood the need for the
11. In past change initiatives, new organizational structure, roles and planned change.
responsibilities were designed to fit future business needs.
7. The people affected by past change initiatives believed that the reason for the
planned change was positive.
12. The people affected by past change initiatives were provided with appropriate
training to support new skills requirements. 8. The people affected by past change initiatives were involved in the process in
a meaningful way.
13. The people affected by past change initiatives were provided with supporting
9. The people affected by past change initiatives had the opportunity to
documents and tools to perform key business processes. influence the success (or failure) of the change effort.
14. The people affected by past change initiatives understood how their work 10. The people affected by past change initiatives received effective
communication about the change effort.
related to other change initiatives/area in the organization.
15. In past change initiatives, rewards (financial and non-financial) were

redesigned to fit the new environment.

Overall Results
EXAMPLE
Legend: Navigation 20
100
1 Leadership
19 2
In good shape 80
[75%-100%] 18 3
Some concerns
[50%-75%]
60
17 4
Critical - Urgent attention needed
40
[0%-50%]
16 5
Survey results 20
The graph shows the percentage of 15 6

people who responded 5 & 6 to the
Survey statements on a 6 point scale.
Other response options were 4, 3, 2, 14
7
and 1. The further the line comes to
the outside circle the better
is the result 13 8
Enablement 12
9 Ownership
11 10

Pungki Purnadi 67
on Organization
Non-Supervisory Supervisory Senior-Management
Development
20 1 Specialist,20 1
20 19 100 2
19 100 2
19 100
1
2 ValueConsult
18 80 3
18 80 3 18 80 3
17 201060 4
17 60 4
40
17 60 4
16 40 5
ILLUSTRATIVE
16 5 16 40 5
20 20
20 0
0 0
15 6 15 6
15 6
7 14 7
14 14 7
13 8
13 8 13 8
12 9 12 9
11 12 9 11 10
10 11 10
Navigation NSP SP SM Leadership NSP SP SM

20. In the past, the number of change initiatives that 1. In past change initiatives, senior management
we undertook was within the organization’s 37.5% 12.5% 46.7% (VP’s and Department Heads) committed required 25.0% 50.0% 40.0%
ability to assimilate all of them. long term resources to complete the initiatives.
3. In past change initiatives, senior management

assigned initiatives leaders the responsibility for 50.0% 62.5% 73.3%
completion of the effort.
Enablement NSP SP SM Ownership NSP SP SM

13. The people affected by past change initiatives 6 The people affected by past change initiatives
were provided with supporting documents 12.5% 25.0% 40.0% understood the need for the planned change. 12.5% 37.5% 40.0%
and tools to perform key business processes.
14. The people affected by past change initiatives 8. The people affected by past change initiatives
understood how their work related to 25.0% 50.0% 6.7% were involved in the process in a meaningful way.
37.5% 50.0% 60.0%
other change initiatives/area in the organization.
15. In past change initiatives, rewards (financial 9. The people affected by past change initiatives had
and non-financial) were redesigned to fit the 0.0% 12.5% 20.0% the opportunity to influence the success (or failure) 12.5% 50.0% 46.7%
new environment. of the change effort.
NSP = Non-Supervisory SP = Supervisory SM = Senior Management

Where are we today?
ILLUSTRATIVE
Survey Results Summary Comparison
Today June 2019 December 2019
L3&L4 L3,L4,L5 L3,L4,L5,L6
Navigation: 3.19 3.48 4.00
Leadership: 3.75 3.62 4.16
Enablement: 3.34 3.63 4.02
Ownership: 3.76 3.64 4.27
*Average point
68
Guidelines for Survey Design
Content Measurement
1. Ask questions about observable behavior rather than 10. Create a response scale with numbers at regularly
thoughts or motives. spaced intervals and words only at each end
2. Include some items that can be independently 11. If possible, use a response scale that asks respondents
verified. to estimate a frequency
3. Measure only behaviors that have a recognized link to 12. Use only one response scale that offers an odd
your company’s performance number of options
13. Avoid questions that require rankings
Format
4. Keep sections of the survey unlabeled and Administration
uninterrupted by page breaks 14. Make workplace surveys individually anonymous and
5. Design sections to contain a similar number items, demonstrate that they remain so.
and questions a similar number of words 15. In large organizations, make the department the
6. Place questions about respondent demographics last primary unit of analysis for company surveys.
in employee survey but first in performance 16. Make sure that employees can complete the survey in
appraisals about 20 minutes
Language
7. Avoid terms that have strong associations
8. Change the wording in about one-third of questions
so that the desired answer is negative
9. Avoid merging two disconnected topics into one
questions
(Please read Getting the Truth into Workplace Surveys by Palmer Morrel-Samuels, HBR)
Targeted Roles & Issues
Journey Mgt Attributes Targeted Roles Survey Issues
Leadership Board of Directors ; Immediate Supervisor •Commitment,

•Support,
•Involvement
•Communication
Ownership Individual Employee •Believe

•Involvement
•Understanding
•Contribution
•Execution
Navigation Board of Directors ; Organization Transformation •Directions

•Coordination
•Enablers alignment
•Organization capacity
Enablement Board of Directors ; Organization Transformation •Role & responsibility

•Authority
•Supporting Tools & Systems
70
Survey Header
Dear Sirs/Madam,
First thank you very much for your time and attention.
The objectives of this survey are:
- To test and validate our organization capability in the transition
process to New Re-Organization.
- To identify areas of focus and recommendations to enhance our
organization’s capability to successfully undergo change
Your honest response to the questions in this survey will provide accurate
result. All opinion will be highly valued for our organization enhancement.
Best Regards
President Director
71
Survey Template-Header
FOR DISCUSSION
I. Personal Data
Bubble:
Corporate Asset Technical Business
Shared Shared
Status Assignment Services Services
❑ Secondee
❑ Non Secondee
What is your level within the company? *
❑ Level 3
❑ Level 4
❑ Level 5
❑ Level 6
❑ Below Level 6
* For secondee, it is your level in asset
72
Survey Template-Leadership
FOR DISCUSSION
Never --------------------------------------------------------Always
No Questions
1 2 3 4 5 6
In relating to New Re-Organization transformation Board of Directors “Walk the Talk”
1 [ ] [ ] [ ] [ ] [ ] [ ]
Berkaitan dengan transformasi New Re-Organization Board of Directors bertindak sesuai
dengan apa yang diucapkan and diputuskan.
My immediate supervisor involved in New Re-Organization activities
2 [ ] [ ] [ ] [ ] [ ] [ ]
Supervisor saya terlibat dalam kegiatan-kegiatan dari New Re-Organization
My immediate supervisor updated me about the changes related to New Re-Organization.
(reasons, benefits, strategy)
3 [ ] [ ] [ ] [ ] [ ] [ ]
Supervisor saya menginformasikan kepada saya mengenai perubahan-perubahan yang
terkait dengan New Re-Organization. (alasan perubahan, keuntungan yang didapat,
strategi)
Since the implemented New Re-Organization my immediate supervisor gives coaching and
counseling to help me in my work.
4 [ ] [ ] [ ] [ ] [ ] [ ]
Sejak implementasi New Re-Organization supervisor saya memberikan bimbingan dan
pengarahan pada saya dalam menyelesaikan pekerjaan saya.
My immediate supervisor performed his role and responsibility as defined in New Re-
Organization
5 [ ] [ ] [ ] [ ] [ ] [ ]
Supervisor saya bertindak sesuai dengan peran dan tanggung jawab sebagaimana yang
telah didefinisikan dalam New Re-Organization.
73
Survey Template-Ownership
FOR DISCUSSION
Never ---------------------------------------------------------Always
No Questions
1 2 3 4 5 6
Since the implemented Asset Based Organization I attended the invitation from New Re-
Organization activity.
6 [ ] [ ] [ ] [ ] [ ] [ ]
Sejak implementasi New Re-Organization saya menghadiri undangan yang berkaitan
dengan aktivitas New Re-Organization.
I shared information about New Re-Organization to other employees.

7 [ ] [ ] [ ] [ ] [ ] [ ]
Saya memberikan informasi mengenai New Re-Organization pada teman sekerja.
I have the chance to make New Re-Organization successful based on my roles.

8 [ ] [ ] [ ] [ ] [ ] [ ]
Saya memiliki kesempatan untuk mensukseskan New Re-Organization sesuai peran saya.
I performed my role and responsibility as defined in New Re-Organization
9 [ ] [ ] [ ] [ ] [ ] [ ]
Saya bertindak sesuai dengan peran dan tanggung jawab sebagaimana yang telah
didefinisikan dalam New Re-Organization.
I actively contributed my opinion to make New Re-Organization successful based on my

roles
10 [ ] [ ] [ ] [ ] [ ] [ ]
Secara aktif saya mengkontribusikan pendapat saya untuk mensukseskan New Re-
Organization sesuai dengan peran saya.
74
Survey Template-Enablement
FOR DISCUSSION
Never ---------------------------------------------------------
Always
No Questions
1 2 3 4 5 6
I found supporting documentation that I need in relation to New Re-Organization
11 [ ] [ ] [ ] [ ] [ ] [ ]
Saya mendapatkan dokumentasi pendukung yang berkaitan dengan New Re-Organization
ketika saya membutuhkannya.
I have adequate authority to execute my defined accountabilities in New Re-Organization.
12 [ ] [ ] [ ] [ ] [ ] [ ]
Saya mempunyai cukup otoritas dalam mengeksekusi seluruh tanggung jawab saya yang
telah didefinisikan dalam New Re-Organization.
I received appropriate training/knowledge to cope with new Re-Organization environment.
13 [ ] [ ] [ ] [ ] [ ] [ ]
Saya mendapatkan cukup pembekalan (training/knowledge) untuk beradaptasi dalam
perubahan New Re-Organization.
I have enough provided tools & systems in-place to execute my roles in the new Re-
Organization. (Appraisal System, Authority Table, Career Track, SAP, BPM, etc)
14 [ ] [ ] [ ] [ ] [ ] [ ]
Saya diberikan cukup “tools & systems” untuk menjalankan peran saya dalam New Re-
Organization. (Appraisal System, Authority Table, Career Track, SAP, BPM, etc)
I understand the structure changes in the Company organization during this New Re-
Organization transformation.
15 [ ] [ ] [ ] [ ] [ ] [ ]
Saya memahami perubahan-perubahan dari struktur organisasi Perusahaan selama
transformasi New Re-Organization.
75
Survey Template-Navigation
FOR DISCUSSION
Never ---------------------------------------------------------Always
No Questions
1 2 3 4 5 6
Board of Directors communicated effectively his directions on company changes (reasons,
benefits, strategies).
16 [ ] [ ] [ ] [ ] [ ] [ ]
Board of Directors memberikan pengarahan secara efektif untuk perubahan yang terjadi di
perusahaan.
Implemented change programs were planned properly and executed accordingly. (The left
hand knows what the right hand is doing.)
17 [ ] [ ] [ ] [ ] [ ] [ ]
Program-program perubahan direncanakan dan dijalankan dengan baik secara
bersamaan.
Organization Transformation provided information that I need timely and accurately
18 [ ] [ ] [ ] [ ] [ ] [ ]
Organization Transformation menyediakan informasi yang saya butuhkan tepat waktu dan
akurat.
Organiztion Transformation acted and responsed quickly and clearly to New Re-
Organization issues.
19 [ ] [ ] [ ] [ ] [ ] [ ]
Organization Transformation bertindak dan merespon permasalahan yang terkait dengan
New Re-Organization dengan cepat dan jelas.
Board of Directors acted and responsed quickly and clearly to New Re-Organization
issues.
20 [ ] [ ] [ ] [ ] [ ] [ ]
Board of Directors bertindak dan merespon permasalahan yang terkait dengan New Re-
Organization dengan cepat dan jelas.
76
Change Management Survey Process
1. Paper based survey or online survey
2. Survey will be distributed in envelope (paper
based) to L3, L4, L5 & Lx on behalf of President
Director
3. Survey will be collected in the box (paper
based) or website (online survey)
4. Action will be developed after analysis
5. Survey schedule
 June 2019 to L3 & L4
 December 2019 to L3, L4, & L5
 June 2020 to L3, L4, L5 & Lx
77
78
Please Design the Change

Management Survey tool as one
competency required to undergo Certified

good luck & success!
If you need further assistance,
please contact me at
08121055000
Or visit
www.pungkipurnadi.com
Or sending e-mail to :
Pungki.purnadi@yahoo.com
pungki@pungkipurnadi.com

Pungki Purnadi, ST. MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 27 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position such as Training & Development Manager, HRD Manager, Country HR
Manager, South East Asia Regional HR Manager and Human Capital Director
at various countries such as France, England, Scotland, Norway, Nigeria,
Turkey, Sudan, Libya, Arab Emirates, Iran, Argentine, Australia, Thailand,
Myanmar and Malaysia. He is also one of the founders who have an initiative
to conduct HR certification in Indonesia such as Certified Human Resources
Professional (CHRP); Certified Human Resource Management (CHRM) and
Certified Human Capital Management (CPHCM). As HR practitioners, he is
very active to run and facilitating several HR program.

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