Change Management In Sony Pictures Management Essay

Change Management In Sony take cares Management EssayIn 2008 Amy Pascal (Co-Chairman, Sony Pictures Entertainment, Chairman, Motion Picture Group, Sony Pictures Entertainment) and Michael Lynton (Chairman CEO, Sony Pictures Entertainment) engaged The Energy Project as a part of an effort to create a culture in which employees felt ener landic and excited well-nigh coming to diddle every day. Beginning with the senior team, our facilitators delivered our curriculum to most 500 managers and leaders. More than 90% said it has helped them bring more animation to exploit every day. Almost 88% felt that it has made them more focused and productive. We trained more than a dozen Sony internal facilitators to deliver our work, and by April 2010, some version of our curriculum will have been delivered to all 5500 Sony Pictures employees around the world. In the midst of a severe recession, and a dramatic industry-wide decline in videodisc sales, Sony expects to record angiotensin- turni ng enzyme of its most profitable old age ever in the fiscal year ending March 2009.TABLE OF CONTENTSINDEX scallywag NO.Introduction.Literature reviewChangeWhy change managementDiscussion of Change Management Theories.Plan Do Check enactmentLewins Freeze PhasesIssues to Change.. carry outation of Change Management.Transformation in Sony picturesOvercoming resistance in employeeSustaining changeConclusionReferences.Appendix.INTRODUCTIONSony Pictures Entertainment (SPE) was at a time known as Columbia pictures entertainment, headquartered in Culver City, CALIFORNIA. The company was founded in 1987 and it was renamed Sony pictures entertainment in 1991. It is a subsidiary of Sony Corporation of America (SCA), a subsidiary of Tokyo-based Sony Corporation. SPEs planetary operations encompass motion picture production and distribution television production and distribution digital content creation and distribution worldwide beam investments home entertainment acquisition and distribu tion operation of studio facilities development of new entertainment products, services and technologies and distribution of entertainment in more than cxl countries. The companys slogan is Sony like no other. SPE recorded total sales of $7.6 billion for fiscal year ended March 31, 2010. Key people of SONY PICTURES are Howard Stringer (Chairman, hot seat and CEO ofSony Corporation),Michael Lynton (Chairman CEO, Sony Pictures Entertainment),Amy Pascal (Co-Chairman, Sony Pictures Entertainment, Chairman, Motion Picture Group, Sony Pictures Entertainment), Jeff Blake (Vice Chairman, Sony Pictures Entertainment).Sony Pictures Plaza in Culver City, CaliforniaLITERATURE REVIEW pitchChange is all around us in different types and categories it house be brought by us or can come in any path to us.Change is the way through which futurity enters your life.Future is coming fast we cannot predict but only react when we face it.Steven KerrWhy change management?Changes can come yourself or i t can come in ways that give you little choice about its what, when, and how. Fighting against change slows it down or diverts it, but it wont s exculpate it however. If you call to succeed in this rapidly changing new world you must learn to look on change as a friend one who presents you with an opportunity for growth and improvement.The rate of change intodays worldis constantly increasing. Everything that exists is getting old, wearing out and should be replaced. Revolutionary technologies, consolidation, well-funded new competition, unpredictable customers, and a quickening in the pace of change hurled unfamiliar conditions at management.Realities of TodaysWorldThe magnitude of todays environmental, competitive, and global market change is unprecedented. Its a very interesting and evoke world, but its also volatile and chaoticVolatilitydescribes the economys rate of change extremely fast, with explosive upsurges and sudden downturns.Chaosdescribes the direction of the econom ys changes were not sure just now where were headed, but we are swinging between the various alternatives at a very high speed.To cope with an unpredictable world you must build an vast amount of flexibility into your organization. While you cannot predict the future, you can get a handle ontrends, which is a way to take advantage of change and convert risks intoopportunities.DISCUSSION OF CHANGE MANAGEMENT THEORIESPlan Do Check ActPlan, Do, Check, Act is a cycle of activities designed to drive continuous improvement. Initially implement in manufacturing, it has broad applicability in business. First developed by Walter Shewhart, it was popularized by Edwards Deming. It originated in the 1920s with the eminent statistics expert Mr. Walter A. Shewhart, who introduced the concept of PLAN, DO and SEE. The young Total Quality Management (TQM) guru and renowned statistician W. Edwards Deming modified the Shewhart cycle as PLAN, DO, STUDY, and ACT.PDCA(plan-do-check-act) is a four-ste p problem-solving regale typically used inbusiness process improvement. It is also called as Shewhart cycle, Deming cycle, PDSA (PLAN DO STUDY ACT),PDCA (PLAN DO CHECK ACT). It reduced error rate during implementation the Plan, Do, Check, Act cycle in manufacturing.This Act is reusable for change management. The PDCA cycle should be repeated again and again for continuous improvement.PLAN Establish the objectives and processes necessary to deliver results in accordance with the anticipate output. By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of thespecification is also part of the improvement.PROCEDURE- Recognize an opportunity and plan a change.DO Implement the new processes. Often on a small scale if practical.PROCEDURE- Executes the plan, taking small steps in manoeuvreled circumstances.CHECK Measure the new processes and compare the results against the expected results to ascertain any differences.PROCEDURE- Review the test, analyze the results and identify what youve learned.ACT Analyse the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, expound the scope to which PDCA is applied until there is a plan that involves improvement.PROCEDURE- Take action to standardize or improve the process.Benefits of the PDCA cycledaily routine management-for the man-to-man and/or the team,problem-solving process,project management,continuous development,vendor development,human resources development,new product development, andprocess trialsLewins Freeze Phases-In the early 20th century, the psychologist Kurt Lewin developed the model known as Lewins Freeze Phases and which still forms the underlying basis of many change management theories models and strategies for managing change.His model suggests that chan ge involves a move from one static state via a state of activity to another static status quo -and all this via a three-stage process of managing change unfreezing, changing and re-freezing.Unfreezing Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.Changing The situation is diagnosed and new models of behaviour are explored and tested.Refreezing Application of new behaviour is evaluated, and if reinforcing, adopted in figure 1 summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change.FigureKurt Lewins change model recognizes that people derive a strong sense of identity to from their environment. It also recognizes that they like the securety, comfort and feeling of control within their environment.ISSUE TO CHANGEOur CEO, Tony Schwartz first met with Sony Pictures Entertainment (SPE) co-CEOs, Michael Lynton and Amy Pascal, in the summer of 2007 . Pascal and Lynton saw the work of the Energy Project as a way to bring to life their vision of making Sony the most desirable studio to work for and of building a culture of high engagement. Initially, Tony worked with Lynton and Pascal and their team of 17 direct reports. The initial focus was on how they managed their own energy individually, and as an intact team. This senior group found our curriculum sufficiently valuable that they asked to brong it to the top 500 executives, all vice president or above.A 2007 Towers Perrin survey of nearly 90,000 employees worldwide, for instance, found that only 21% felt fully engaged at work and nearly 40% were disenchanted or disengaged. That negativity has a direct impact on the bottom line. Towers Perrin found that companies with low levels of employee engagement had a 33% annual decline in operating income and an 11% annual decline in earnings growth. Those with high engagement, on the other hand, reported a 19% increase in operating i ncome and 28% growth in earnings per share.Nearly a decade ago, the Energy Project, the company I head, began to accost work performance and the problem of employee disengagement. We still believe that enduring organizational change is possible only if individuals alter their attitudes and behaviors first.Weve come to understand that its not possible to generate lasting cultural change without deeply involving an organizations senior leadership.IMPLEMENTATION OF CHANGE MANAGEMENTOnce people understand how their supply of available energy is influenced by the choices they make, they can learn new strategies that increase the fuel in their tanks and boost their productivity. They include practices such as shutting down your e-mail for a couple of hours during the day, so you can tackle important or complex tasks without distracting interruptions, or taking a daily 3PMwalk to get an emotional and mental breather.Two fundamental shifts-We encouraged Sony to make two fundamental shifts in the way it manages employees.We also created a three -day version of a new way of working that included a renewal day that provided participants with specific techniques to improve the quality, quantity and focus of their energy. This day featured individual consults with a nutritionist, exercise physiologist and massage therapist as well as group circuit training, yoga and meditation. Group coaching was offered during the 3 day sessions and then on twice more two and four weeks after the end of the session. The purpose of the coaching was to support the participants in successfully launching and sustaining the rituals they built once they had returned to the challenges of their daily life. Tony act to work with Pascal and Lynton a senior team on a quarterly basis throughout 2008 to help them model the behaviors they learned and to drive the work down through their own teams.TRANSFORMATION IN SONY PICTURESSony pictures went through a transformation in order to embrace energy bu ilding and renewing rituals at all levels.Out of the 3000 employees of the 6300 employees of Sony have gone through the energy management program.This summer 1700 more will be covered from Europe, Singapore, and Latin America.OVERCOMING RESISTANCE IN EMPLOYEEThe reaction of the program has been overwhelmingly positive.88% of the participants say, it has made them more focused and productive.Some 90% of them reported that as a result of the work, they began bringing high levels of energy to work every day.84% say they feel better and are able to manage their jobs demands and are more engaged at work.Sonys leaders believe that these changes have helped boost the companys performance.E.g. in spite of recession also Sony pictures had its most profitable year ever in 2008 and one of its highest revenue years in 2009.SUSTAINING CHANGEFor sustaining change of the Sony Pictures, there are some important points which must keep in mind. These are as underEmployee should be extremely engaged .Employee should be friendly.High performance culture.As a leader, you have myriad opportunities to set the right context for your employees to replenish their energy. Its all about providing examples for others and creating a safe environment.DOS AND DONTS FOR IMPLEMENTATION OF CULTURAL CHANGEManagement is doing things right Leadership is doing the right things.-Peter DruckerSTRATEGIES OF A POSITIVE CHANGESo that Sony pictures can progress.ConclusionCHANGE STARTS AT THE TOP AND BEGINS ON DAY 1.REAL CHANGE HAPPENS AT THE BOTTOM.IN ORDER TO CHANGE OTHERS FIRST YOU SHOULD YOURSELF AS LYNTON AND PASCAL DID.E.Q IS ONE OF THE make out ELEMENTS TOWARDS POSITIVE BEHAVIOURAL CHANGE WHICH ULTIMATELY LEADS TO THE GOAL OF A SUCCESSFUL CHANGE MANAGEMENT.STRONG CULTURAL VALUES ACTS AS A MAGNET IN THE SUCCESS OF A COMPANY WHICH BINDS AN EMPLOYEE IRRESPECTIVE OF THE EXTERNAL FACTORS LIKE RECESSION OR ECONOMY.