OCD Individual Post-Session Assignment

Group 3 | Section B | Haridas Koladiya | H21080

Project Simplicity undertaken at Mahindra can be related with the following course concepts
learnt so far along with the key learning

o Project Simplicity aimed to reduce the transaction cost by reducing the bureaucracy and
simplifying the approval process. It can be considered as Tactical Change as it was initiated
by the top management (Origin of the Change Top-down) and affected only the approval
process (Scope of the change Incremental)
o From the contingency theory lens, Project Simplicity can be equated as Proactive Change by
the organization as its goal is to reduce the opportunity gap existing due to bureaucratic
process of the project approval
o Various Steps of Kotter’s Model of Change can be observed in the project
1. Creating an urgency:
 Organization wanted the simplicity in the process; however, it lacked in
creating the sense of urgency among the key stakeholders
2. Forming powerful guiding coalition:
 There was no evidence of creation of guiding coalition for change
implementation
3. Developing a vision:
 The vision for the change was created successfully. It clearly highlighted the
objective it wants to achieve
4. Communication the vision:
 A meeting with more than 100 leaders of Auto and Farm Business was called
for where Project Simplicity was discussed. This resulted in vision getting
communicated successfully to business leaders.
5. Removing Obstacles:
 To achieve the vision of the project, platform teams were formed. CPH
position creation was a step in the direction of the achieving the project
objective by empowering others

Key Learnings

o Since the change initiative is Proactive Change, naturally performance gap is not visible yet
hence creating the sense of urgency is difficult, which organization observed as project got
dragged until 2018 without substantial progress. Hence, for proactive change to achieve
desirable result, it is crucial to create sense of urgency
o Without a sense of urgency, initiative may not yield desired result. While the vision of the
organization was created and communicated successfully, impact of lag time and existing
process on the business and net benefit of the new system could have been communicated
better to create the sense of urgency amongst the key stakeholders.
o Guiding coalition including project sponsor, change leaders and coalition or any stakeholders
from the H-H quadrant of Interest-Power matrix could have accelerated the process of
change in the organization.