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HUMAN RESOURCES EXCELLENCE IN

CHANGE MANAGEMENTGMR HYDERABAD INTERNATIONAL AIRPORT LIMITED

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Table of Contents

Executive Summary ................................................................................................................................. 3

Perspective on Change Management ................................................................................................ 4

Organization Overview ............................................................................................................................ 4

Embracing the Change- The GHIAL Way ........................................................................................... 5

Change Management in a Complex Environment ... ................................................... 5

Case 1: Ensuring Service Quality with Manpower & Capacity Constraints ................... 6

Case 2: Organization Design & Employee Engagement ..................................................... 8

Case 3: Successful Integration of Acquired Businesses ....................................................... 12

Conclusion .................................................................................................................................................... 14

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Executive SummaryThe world around us is changing swiftly due to Globalization, Technology disruptions, Geo political uncertainties and changing demographics. To keep in stride with the constantly evolving business world, organizations need to adopt a value driven approach to manage change in order to survive, sustain and flourish.

While change impacts the organization on a broader perspective, it ultimately affects the Human Resources of the organization the most as it is employees who feel and live the change. It leads to change in emotional ambience of the organization due increased stress among employees on account of lack of clarity on future of the organization and career paths, change of work environment, processes and relevance of skillsets. Thus HR team of an organization plays a critical role in managing the people effectively to leverage change into opportunities and thereby achieve the desired business goals.

Arnaud Henneville, a Change Management Expert, Co-founder & CEO at challenger.com says “As dealing with change becomes a regular activity, leading it becomes a skill to hone, an internal capacity to master”.

GMR Hyderabad International Airport Limited (GHIAL) has ‘Entrepreneurship’ as one of its Core Values and has always been proactive in adapting with changing environment and derive value from change. In fact, the very origin of the organisation has taken place through a revolutionary model of Public Private Partnership – concession which was first of its kind in Indian Airport Sector.

Although GHIAL operates in a regulated and complex environment encompassing multitude of stakeholders with unique interplay of responsibilities and varying objectives at times viz. airlines, regulators/government agencies, passengers, service providers etc., GHIAL HR has been successful in fostering a cohesive environment amongst all the stakeholders with an overarching common mission of serving the passenger with best in class service quality through a unique platform called ‘One Family One Mission’. Over the years, many successes can been attributed to this platform such as consistently ensuring top-class passenger service quality and pioneering adoption of technology to enhance passenger experience and operational efficiency.

Further as the whole Indian Aviation industry is growing at a fast pace, the passenger traffic at Hyderabad airport has more than doubled over the past 4 years and is expected to grow at a similar rate in coming years. The unprecedented growth comes with challenges of infrastructure and human capital constraints, presenting GHIAL with a major change management challenge.

Operating in this fast evolving environment, over the years GHIAL has expanded in size as well as scope of service offerings both organically and inorganically. The growth imposes pressure on human capital and makes it imperative to have concrete capacity building and leadership development plans to build a robust organization while preserving its core values and culture. HR at GHIAL has adopted innovative ways to transform the organization structure, retain and grow skilled talent to build a sustainable organization which is resilient to change.

Further GHIAL believes that change management has to be a continuous process in order to build an institution in perpetuity and HR propels proactive participation of all the employees through Business Excellence initiatives such as Idea Factory & Continuous Improvement Projects (CIPs) to accelerate improvement and build robust organization.

The HR strategy, leadership involvement and specific initiatives that underpin GHIAL’s approach to change management are detailed in this paper.

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Perspective on Change ManagementIn today’s Volatile Uncertain Complex & Ambiguous (VUCA) world, organizations are faced with new challenges everyday due to evolving technology, changing demographics, geo-political uncertainties, increasing pressure to outclass competition due to globalization etc. It makes it imperative for organizations to adopt a value driven approach to manage change in order to survive, sustain and flourish.

It is people who make up the organizations and so it makes it all the more important to manage the people effectively to leverage change into opportunities and thereby achieve the desired goals. Given that the most complex part of any organization is its talent pool with multiple generations, varying social and psychological expectations, Human Resources team plays a critical role in cascading the change effectively through this complex pool and achieving enhanced business value.

While everyone understands the need for change when communicated clearly, given the inherent ambiguous nature of change, it leads to initial resistance from various relevant parties, insecurities in minds of employees regarding the future of the organization and their career and dwindling loyalty. Thus the success or failure of any transformational effort depends primarily on the effectiveness of the Human Resources team of an organization in managing and addressing the expectations of employees, retaining the talent, skilling and multi skilling them to align them with business needs, all while preserving the core culture of the organization.

In the context of Indian Aviation Industry, the sector has witnessed a strong growth in the recent years and is poised to become world’s third largest air travel market by 2024 (IATA) fueled by the country’s robust macros, airport privatization and favorable government initiatives and policies designed to promote and develop the aviation industry. One such policy initiative is National Civil Aviation Policy (NCAP) 2016 designed to enable rapid growth of sector, advance regional connectivity and capture India’s largely untapped market of 300 million middle class through providing affordable services. Further to keep up pace with changing times and maintain global competitiveness, Ministry of Civil Aviation, Govt. of India, has embarked on a digitization program called ‘Digiyatra’, which aims to bring in truly digital and paperless air travel in Indian Air Travel space.

While rapid growth and constant advancement is what every organization and economy desires for, it comes with its own challenges such as straining and obsoleting resources, both tangible and intangible, loss of skilled talent to competitors etc. and makes it imperative to have concrete change management strategies and processes in place to build a robust and sustainable organization.

Organization OverviewGMR Hyderabad International Airport Limited (“GHIAL”) is a joint venture company promoted by the GMR Group (63%1) in partnership with Government of India (13%), Government of Telangana (13%) and Malaysia Airports Holdings Berhad (MAHB) (11%) to design, finance, build and operate Rajiv Gandhi International Airport (RGIA), a world class greenfield airport at Hyderabad on Public Private Partnership (PPP) model and began commercial operations in 2008.

GHIAL is a part of GMR Group, founded in 1978 and headquartered in New Delhi, India. GMR Group is a conglomerate which has presence in diverse industries viz. Airports, Energy, Transportation and Urban Infrastructure. Currently, the Group operates four international airports at New Delhi and Hyderabad in India and in Cebu, Philippines and is in process of developing Greenfield international airports at Goa, India and Greece.

Today, Hyderabad Airport is rated as one of the best airports in the world and has set benchmarks in airport infrastructure, operations and customer services. GHIAL is also developing Hyderabad Airport City, an integrated ecosystem with “Theme/Port” based development zones covering Commercial Office space, Retail, Leisure & Entertainment, Hospitality, Education, Healthcare, Aerospace and Logistics. This would lead to significant economic benefits in terms of investment and employment generation.

1 To increase to 74%; Share Purchase Agreement signed to acquire 11% stake from MAHB group in Feb’18

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The inspiration to stay ahead of times is derived from GMR Group’s philosophy of ‘Creating tomorrow, today’.

Embracing the Change- The GHIAL WayChange Management in a Complex EnvironmentAn airport ecosystem is an inherently complex environment encompassing multitude of stakeholders spanning across regulatory authorities, service providers, employees and passengers, with a unique interplay of responsibilities and overlapping complexities.

Vision & Mission Statement

GHIAL has a culture derived from a set of deep rooted principles that underpin meritocracy, cultural diversity, employee engagement, entrepreneurship, leadership development and significant HR practices. It is nurtured through regular communication, training, reward & recognition, and high level of personal commitment from senior leadership team.

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In the case of GHIAL, Hyderabad airport being the first airport modeled as Public Private Partnership (PPP) venture in India, change management has been the very foundation for existence and survival of the airport from the day of conception of the idea – pioneering the PPP model in an uncharted territory and undertaking the challenging task of getting all the stakeholders’ consent and making them accustomed to the new concept of having a private entity operate assets of national importance and more particularly in government and regulatory areas such as security, immigration and customs where the operator has to exert influence without having the authority in order to get the required level of service quality and passenger experience.

GHIAL has successfully traversed the journey of establishing world class infrastructure at Hyderabad with uncompromising level of service quality delivery and paving an exemplary path for much required progressive change in Indian Aviation Sector for unlocking the huge underlying growth potential, all while preserving the shareholders’ interests and adhering to the regulatory requirements.

Further, Hyderabad airport witnessed huge growth of 110% in passenger traffic over the past 4 years and is envisaged to grow with similar momentum in the coming years. Also given that the whole Indian Airport landscape growing at a fast pace and ever increasing competition, the unprecedented growth opportunities come with its share of challenges such as infrastructure and human capital constraints. Thus effective change management is a necessity to survive and thrive.

The change management initiatives anchored by GHIAL HR team are illustrated in the below cases:

• Case 1: Ensuring Service Quality with Manpower & Capacity Constraints• Case 2: Organization Design & Employee Engagement

o Moving from Person to Role based Organizationo Becoming Future Ready & Resiliento Fostering Culture of Employee Engagement

• Case 3: Successful Integration of Acquired Businesses

Case 1 - Ensuring Service Quality with Manpower & Capacity ConstraintsOperating in this fast evolving and complex airport ecosystem encompassing multitude of stakeholders, GHIAL faces a constant challenge of balancing the needs of various players of airport community with diverging business interests and achieve a common objective of serving a passenger.

To handle this challenge, GHIAL has created a unique platform named ‘One Family, One Mission’ in line with one of core values of the GMR Group – ‘team work & relationships’ to bring together different stakeholders and ensuring that all the stakeholders are part of all the passenger centric initiatives and work in a collaborative spirit to effectively achieve unity of purpose of serving the passengers with utmost service quality levels.

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Over the years, this platform has helped in eliminating the friction between interlinked players with varying interests such as

GHIAL, through this initiative, has been able to create a cohesive environment by engaging all the stakeholders and ensure that the needs and requirements of all stakeholders are met in a balanced way and thereby stay ahead of time in leveraging growth opportunities by managing change and ambiguity.

Passenger-centric Programs under One Family One Mission platform, anchored by GHIAL HR to build collaborative environment and provide an exceptional passenger experience, are as illustrated below:

• Joint Programs: ‘Passenger is Prime’ (PIP) which works on a philosophy that providing topnotch service to passenger surmounts all other interests for the airport community. A highlight is the deployment of specially trained Passenger Service Associates (PSAs) to provide personalized service to passengers across all key touch points.

• Training & Skill Development: RISHTA (means relationship in many Indian languages), a training program which imparts customer facing skills to all the relevant stakeholders including Central Industry Security Force (CISF), Immigration officers etc.

• Celebrating Success Together: This platform instills the feeling of family and belongingness by encouraging the entire community in celebrating shared successes through sports events, community service initiatives etc. Also, to promote the message of collaboration and unity of mission, strengthen the bonding and recognize the contribution of various stakeholders, representatives from various stakeholder groups are taken to major award ceremonies including Annual ACI ASQ Awards along with the GHIAL team.

Successful Outcomes:

Over the years, many successes including Hyderabad Airport’s consistent high service quality can be attributed to this platform.

Technology Adoption:

Over the years, many successes can been attributed to this platform such as pioneering India’s end-to-end e-boarding system, express security-check, elimination of hand baggage stamping and helping formulate ‘DigiYatra’ – a initiative rolled by Ministry of Civil Aviation, Govt. of India to bring in truly digital and paperless air travel in Indian Air Travel space.

Development & Operationalization of Interim International Departure Terminal:

To handle the growing passenger traffic at Hyderabad Airport, GHIAL has embarked on a very large scale expansion which would more than triple the current passenger handling capacity. However, in the interim, to keep up pace with the growth momentum, a decision was taken together with consent of entire airport community to create additional capacity for handling international departures called as Interim International Departure Terminal (IIDT).

It is one-of-a-kind innovative solution to cater not only to the growing traffic at Hyderabad airport, but also to support the bigger cause of enabling the city and the State to maintain the growth momentum.

IIDT, is truly a multi-stakeholder effort, providing exclusive facilities for pre-boarding functions viz. check-in, security, immigration and customs processes for departing international passengers before they enter the main Passenger Terminal Building.

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Change Management Challenges encountered during the process are as below: • Stakeholder buy-in: Since the initiative imposed additional costs on the stakeholders in the form of time,

effort and resources, convincing and getting their consent was a huge challenge

• Splitting of operations: Moving from an integrated terminal to two terminals compelled all the stakeholders to have presence in an additional location and disrupted the way they operate; and all the passenger amenities as to be replicated at the interim facility

• New Processes: As the passenger flow and passenger handling steps have changed, one of the challenges was to conduct extensive training to make them adept in handling the changes effectively

• Communicating to Passengers: As passengers were habituated to a single terminal facilitating both domestic and international departures and arrivals, communicating the operational change to ensure a smooth passenger transition was challenge.

And owing to the fact that IIDT is a temporary set-up, all the above challenges had to be addressed in a cost-effective manner within exceedingly tight timelines.

With the proactive involvement of top management, the above challenges were successfully overcome and IIDT went from concept to commissioning in a record time of 9 months. The successful operationalization of IIDT is a result of relentless change management efforts put in by GHIAL.

Case 2: Organization Design & Employee Engagement The rapid growth witnessed by the aviation industry in India and GHIAL in particular imposes challenges such as straining and obsoleting resources, both tangible and intangible, loss of skilled talent to competitors and increasing complexity of organization.

GHIAL HR team puts in continuous effort towards capacity building and developing an agile organization that is essential for enabling transformational efforts in order to realize its entrepreneurial goals.

• Moving from Person- to Role-based Organization: To reduce organizational dependency on individuals, leverage competencies and ensure a simple, agile and lean structure that empowers faster decision making and facilitate scalability.

• Becoming Future Ready and Resilient: Building a talent pipeline through right skilling and providing exposure to diverse functions and industries and succession planning to ensure business continuum

• Fostering Culture of Employee Engagement: To sustain a culture of continuous improvement, foster a conducive environment for employees through engaging them effectively and empower employees to be a part of decision making process

Moving from Person to Role based Organization After a long phase of rapid growth & change which resulted in a complex organization structure, GHIAL embarked upon organization re-design in the year 2012 to achieve greater organizational effectiveness and agility with support of a renowned global HR Consultancy firm.

Based on the concept that Organizational maturity will be hastened by viewing a job role more objectively, without being influenced by the impression of the person who occupies that job role, GHIAL adopted the prior mentioned job evaluation methodology of moving from a Person to Role based Organization.

This methodology was adopted to streamline organization structures, rationalize the number of management layers, and bring in high level of transparency to job roles & responsibilities, convey clearer expectations of competencies in a particular role, facilitate better career and succession planning and above all, bring more discipline in organization design and development. As part of the process, GHIAL HR team has created one common platform for linking ‘Hire to Retire’ cycle.

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In order to achieve the set objectives, HR team conducted multiple rounds of brainstorming, debates and analysis on every job role in the organization, with extensive involvement of employees. Multi-channel communication was rolled out through town halls, Leadership team meets, video messages from top management, huddles and other communication collateral to familiarize the employees with job evaluation and its benefits and also to address their anxieties and concerns surrounding this major change.

Through this methodology, GHIAL HR team has developed a flat organization structure that enables better workforce planning and role based hiring, and benefits employees through fewer career progression steps, more career choice options, role clarity and better career planning scope.

Further in context of moving towards a process driven organization that enables continuous learning, accelerates improvement and helps achieve competitive advantage in dynamic business environment, GHIAL places diligent efforts towards imbibing the core values and concepts of GMR Business Excellence Model (GBEM) which is modeled after Malcolm Baldrige Performance Excellence Framework and over the years graduated to ‘Emerging Industry Leader’ maturity band. As a recognition of its efforts towards sustaining culture of continuous improvement, GHIAL was awarded Golden Peacock Business Excellence Award in 2017.

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Becoming Future Ready & ResilientBuilding organization capability is vital for business sustenance and growth and GHIAL places diligent efforts in building talent pipeline by right skilling the employees and providing opportunities and exposure to diverse functions and industries, and comprehensive succession planning process to ensure business continuity.

In line with the organization’s philosophy of nurturing home grown talent across levels based on meritocracy and potential, GHIAL identifies and develops employees who have the potential to grow with the organization through institutionalized processes such as:

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Leadership RotationIn line with its vision of building an institution in perpetuity which is resilient to change, GMR Group encourages rotation every three in all leadership layers of the organization across different business verticals of the Group.

Job RotationsIn order to provide career development opportunities to employees, prevent job stagnation and build talent pipeline, GHIAL adopted a process of cross-skill/cross-functional movement of employees within the organization and across all sectors and business locations of GMR Group through Internal Job Posting (IJP) platform. As a policy all the positions upto managerial band are mandatorily advertised internally and eligible employees can apply for the same or one level up. All IJP candidates are interviewed by a cross-functional panel and selected employees join the new role within forty five days.

Over the past 3 years, almost 150 staff at GHIAL have availed opportunities for internal job moves under the platform.

Talent Review for Leadership Roles & Succession Planning for Critical RolesIn order to provide better career path to employees, ensure strong leadership pipeline for future and business continuity, GHIAL has a detailed talent review for leadership roles program and succession planning initiative for identifying and developing employees with the potential to fill key leadership positions in the company.

Talent Review for Leadership Roles facilitates identification of Top Potential Leaders and Top Emerging Talents through Performance and Potential mapping and individual development plans for identified talent are led by CEO and a Steering Committee consisting of key senior leaders.

The succession planning process, facilitates identification of critical roles, mapping of the positions with potential successors, gap assessment and bridging the gaps by internal/external training. With this robust process of succession in place, GHIAL HR team is mandated to consistently maintain availability of step-in successors for at least 65% of all critical roles across the organization at all times.

Training & SkillingIn order to develop the capabilities of the employees and ensure right-skilling of the workforce, GHIAL provides learning tools and facilitates training/coaching through external training programs such as ACI AMPAP, ACI DNA and various other relevant industry training programs.

In line with GHIAL’s vision of building holistic corporate professionals, along with regular coaching and mentoring programs, HR places significant efforts to ensure that employees have sufficient exposure in areas of Corporate Social Responsibility and Spirituality. GHIAL further ensures that the Leadership team undergoes a specially designed coaching program which instills the organization’s core values and culture in them, who in turn nurture and keep the culture intact throughout the organization.

Fostering Culture of Employee EngagementOrganizations are made of people and steered by them, and any change in an organization impacts people the most. In order to sustain a culture of continuous improvement and build a robust organization, it is vital to foster a conducive environment for employees through engaging them effectively and partnering with them to develop and implement transformative business models. GHIAL team places conscious and diligent efforts to engage employees, enable a two-way feedback mechanism, empower employees to contribute/build effective business strategies and build an employee friendly organization. Few of such initiatives are illustrated below:

Strategy Planning Workshops: GHIAL conducts Strategy Planning Workshop annually to design roadmap for the organization for a period of three years. Along with the top management from various functions, high potential young executives across all levels are identified personally by committee led by CEO and are encouraged to participate in the strategic planning process. This workshop is the core of operational strategy and gives HI Pots substantial exposure to decision making process, makes them feel involved and presents organization opportunity in bringing in new perspectives while planning and shaping future leaders.

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Employee Engagement Surveys: In order to foster conducive environment and sustainable organization, it is important to understand and address the needs and concerns of employees. Committed towards building a great place to work for employees, GHIAL conducted employee engagement surveys which obtain feedback from employees on various parameters/employee engagement levers to assess how it fares as an employer and identify areas of improvement. Two such initiatives are illustrated below:

• Pulse Survey: Internally designed employee engagement survey • Great Place to Work (GPTW) Survey: Conducted by an independent agency to get an outside-in perspective

on GHIAL’s culture and employee engagement

Post the survey, specialized focused group discussions involving participants across all demographics, work functions and levels are held to identify areas of improvement based on the survey outcomes and develop action plan to address them. One of the key findings of the above exercises was the need to speed up decision making and in order to improve this aspect, GHIAL embarked on a comprehensive job evaluation and re-structuring the organization as elucidated in the earlier sections of this paper.

In order to emphasize the commitment towards building a great place for employees, realisation of Pulse/GPTW goals are made part of goal sheet of the entire top management.

Case 3: Successful Integration of Acquired BusinessesOrganizations often choose Merger & Acquisitions (M&A) to achieve better alignment of strategic objectives, maximize potential efficiencies or synergy targets and deliver enhanced value to the stakeholders. While Acquisitions and Mergers lead to huge business process transformations, the change has a tremendous impact on the human aspects as well – culture clashes, uncertainty, loss of identity, job environment changes, role conflict and ambiguity etc. are few stressors that influence an employee. Hence People Management is one of the most critical element of an effective integration during merger/acquisition process and it defines the success or failure of a merger/acquisition.

GHIAL has been traversing a journey of successful partnerships, acquisitions and mergers since its inception. Below is an illustration of few of the impactful acquisitions/merger activities of GHIAL:

Integration Activities adopted by the HR team to ensure a smooth transition of the integration and build a better company post acquisition have been illustrated in the following case study of MRO Acquisition.

Key Aspects Measures Adopted by GHIAL

Communication & Employee Engagement

To accelerate assimilation, systematically cascade the change throughout the organization and to give an assurance regarding the continuity of the organization and better future for employees, HR conducted:

• Series of Townhall meetings by top management of GHIAL to welcome the acquired entity into GHIAL family, along with Focused Group Discussions to understand needs of employees and identify areas of improvement

• Roadshows to educate employees on the rationale for change, the impact it would have on the organization processes, how it would in turn impact them, strategy envisaged for building better organization and mitigating their insecurities and ambiguities by providing clear job descriptions, career paths, salary & benefit structures, career growth & rewards.

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Leadership Support

• New CEO brought on board and key leadership roles viz. CMO, CHRO, CFO etc. seconded from the parent organization to strengthen the management team and provide direction to the new entity

• This helped in reinstating the parent company’s confidence and commitment towards the acquired entity, helping achieve speedy assimilation in line with GHIAL’s vision, core values and business objectives.

Vision Alignment & Culture Integration

In order to avoid cultural clashes, align vision and ensure smooth integration of the new entity with parent company, the Core Values & Beliefs of GMR Group were clearly articulated by the Leadership team through the Townhall meetings and various culture building exercises were conducted

Also, the top management and talent deputed from Parent Company acted as value ambassadors in keeping the Group’s DNA intact.

Skilling Employees & Strengthening Organizational

Capabilities

To enhance employee morale, maximize employee retention and to ensure operational effectiveness, GHIAL invested in up-skilling the employees of MRO through new aircraft certification training programs and various other relevant training sessions. Further, to keep pace with the evolving environment in the MRO field, HR also carried out extensive lateral hiring of relevant certified candidates.

Also, to promote an inclusive environment and skill development, GHIAL encouraged cross-skilling of employees through horizontal movements between the subsidiaries and parent company. This initiative of ensuring better career opportunities to employees helped retain key talent and decrease the attrition levels to a great extent.

Further to ensure an effective integration, GHIAL deputed key talent of Business Excellence team of GHIAL to identify & address areas of improvement and to introduce industry best practices. This helped accelerate assimilation of businesses and realize enhanced performance outcomes.

Policy Harmonization

HR has drafted new policies for the new entity by blending the parent company i.e. GHIAL’s core values and the necessities and processes of the acquired entity through an extensive study of best practices in the industry and considering outcomes of the townhall sessions conducted by HR. Also, the salaries were revised as per the industry benchmarks to retain the key talent and ensure competitive rewards to the performing employees. HR conducted brainstorming sessions with leadership team and focused group discussions to address and meet the requirements of the employees and integrate and translate them into policy implementation.

The above measures helped GHIAL in systematically cascading the change throughout the acquired organization, rapid assimilation of business and achieve desired goals.

The massive progress in the key performance indicators pre and post-acquisition is a testament to the efforts of HR team in driving a smooth and valuable integration:

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ConclusionGiven the rapid phase with which the world evolving and increasing complexity of the business landscape, it is vital for any organization to adapt and even stay ahead of the changing times to stay afloat and achieve their business goals. Organizations are made up of people and no change is possible without the involvement of employees. Human Resources team plays a crucial role in supporting organizations to navigate and manage the change effectively and achieve the business goals.

GHIAL HR team’s persistent efforts in building a collaborative environment, skill development and expectation management have helped achieve the organization’s primary goal of providing world class passenger experience, grow as a business and deliver enhanced value to all stakeholders and also support the state and country’s economy and its growth aspirations.

Hyderabad Airport has consistently ranked as Global Top 3 in 5 – 15 million pax category for 9 consecutive years by Airport Council International (ACI) – Airport Service Quality (ASQ) passenger survey and as World No. 1 for 3 times and it serves as testament to the relentless efforts in maintaining top quality passenger service quality and also won numerous awards recognizing excellence in areas such as operational efficiency, environmental sustainability, safety, corporate governance and Corporate Social Responsibility among others.

Further to sustain culture of continuous advancement, GHIAL HR team empowers employees to proactively participate in building an institution in perpetuity in context of dynamic business environment. The team intends to keep being this lever to propel GHIAL to the Zenith of driving success through effective change management.