Initiating Change: It's the People, Stupid



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Introduction

Watching the sunset from the balcony over a cup of steaming coffee, Khushi was engrossed in a conversation with her close friend, Esha. ”It’s important that I talk to Shankar. Without his cooperation, it will be very difficult to sustain the change initiative,” she said.

In previous interactions with Esha, Khushi had told her she was delighted with how her new job with Shop-n-Shop, a mid-sized retail company, had provided her with the right impetus to understand and practice the nuances of the HR function. Esha had also been by her side when Khushi had subsequently had differences with her colleagues at the workplace and had even contemplated resigning.

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The mandate given to Khushi by Shankar, the CEO of Shop-n-Shop, was to bring about a change in the attitude of the employees and improve productivity. But Khushi had to contend with hostile colleagues on the one hand, and a less-than-supportive boss in Shankar on the other. In fact, Khushi believed that the interactions that Shankar had with the employees were themselves a source of discontent among them and that he was himself a big impediment to implementing the changes that he desired in the organization.

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