CHANGE MANAGEMENT OF

CONSULTANCY IN URBAN SECTOR

TARUN ANAND
 CHANGE MANAGEMENT
CHANGE MANAGEMENT IS A STRUCTURED APROACH OF
TRANSITION OF INDIVIDUAL,TEAM AND ORGANISATION
FROM CURRENT STATE TO DESIRED FUTURE STATE.

ORGANISATION PROCESS AIMED AT EMPOWERING

EMPLOYER TO ACCEPT AND IMPLEMENT CHANGES IN
CURRENT BUSINESS ENVIROMENT.

CHANGE MANAGEMENT MAY BE FORM OF—

TECHNOLOGICAL CHANGE
STARATEGITIC CHANGE
CHANGE IN ATTITUDE
STRUCTURAL CHANGE
CHANGE MANAGEMENT IN URBAN SECTOR
DUE TO CHANGE IN POLICIES
 BEFORE  NOW
1. Command economy 1. Privatization(PPP)

2. Low environment 2. high environment

awareness. awareness

3. centralized system 3. Decentralization

4. High deficit spending. 4. Structure adjustment

5. Government domain over 5. Private intervention both in

infrastructure and housing. housing and infrastructure.
 CHANGING PARADIGMS
paradigm means way in which individuals perceives
understand and interpret surrounding world.

Change in methodology of people with changing

environment and condition.

Because of changing paradigms their has been a change in

consultancy practice.
CHANGE IN CONSULTANCY
PRACTICE
BEFORE NOW
1. Focus on statutory development. 1. Focus on implementation of plan.

2. Government does all. 2. Public private partnership and

outsourcing.
3. Focus on physical aspects.
3. Focus on economic , social ,
political and environmental
4. Monopoly over urban information.
factors.

4. New urban information system

( telecom and computerization)
5. Rigid legislation.
5. Flexible legislation.

6. controller 6. Facilitator.
REAASESMENT OF CONSULTANCY
ROLE
TRENDS PERFORMANCE THRUST AREAS
REQUIREMENTS
• NEW SYSTEM OF • LAND MANAGEMENT
RAPID PLANNING.
URBANISATION • POVERTY
• INNOVATIVE ALLIVIATION
FASCILITIES.
• LOCAL LEVEL
PLANNING AND
LOCAL ECONOMIC
DEVELOPMENT.

INFRASTRUCTURE • EMPHASIS ON • ACTION PLANNING.

CHALLENGE INFRASTRUCTURE
FASCILITIES. • ALTERNATIVE
SYSTEMS.
• MEETING THE
BACKLOG. • TECHNOLOGY.
 REASSESMENT OF
CONSULTANCY ROLE

CONSTITUTIONAL • DECENTRALISATION • RAPID PLANNING

AMMENDMENT ACT TECH.
• PARTENERSHIPS.
• PUBLIC RELATION
• SIMPLIFICATION OF AND INTERCTIVE
PLANNING. AREAS.

• CAPACITY BUILDING.

• POLITICAL SKILLLS
AND COMMOUNITY
EMPOWERMENT.
 PROFESSIONAL SKILLS
MATRIX
LEARNING SKILL DEVELOPMENT

KNOWLEDGE • KNOWING THE UNKNOWN FACTS.

• INFORMATION ABOUT LAND.
• PROCEDURES.
• HISTORY/HERITAGE.
• UNDERSTANDING THE PROBLEM.

REFLECTIONS AND OBSERVATIONS • ANALISATION OF FACTS.

• PESTEL ANALYSIS.

COCEPTS AND PLANS • DESIGNING AND PLANNING.

• FINANCIAL PLAN.
• LEGAL FRAMEWORK.
• PRESENTATION TECHNIQUES.
ACTIONS • MANAGEMENT STRATEGY.
• IMPLEMENTATION OF PLANS.
• MONITORING AND CONTROLLING.
• FEEDBACK.
CONCLUSION
• AFTER 6 DECADES OF INDEPENDENCE ,INDIA
ON THRESHHOLD OF BECOMING DEVELOED
NATION.

• HAVING TECHNOLOGICAL AND ORGANISATION

CAPACITY COUNTRY IS OPENING NEW GATES
FOR PROFESSIONALS.

• NUMBER OF GOVT AND PRIVATE SCHEMES

AND PROJECTS OFFERS A UNIQUE
OPPORTUNITY FOR CONSULTANTS.
THANK YOU