The challenge for any leader is to create a workplace that stimulates creativity and innovative thinking. Vineet speaks from very rich experience that has allowed him to create environments that encourage people to venture into the gap that separates the ordinary from the extraordinary, and encourages people to make what seems impossible- possible.
Kurt Lewin’s Change Theory is considered the oldest, simplest, yet robust and applicable change management theory developed is considered the epitome of change models, suitable for personal, group and organizational change (Burnes, 2004). Lewin believed that the key to resolving social conflict was to facilitate learning and so enable individuals to understand and restructure their perceptions of the world around them. Though Field Theory, Group Dynamics, Action Research and the 3-Step model of change are often treated as separate themes of his work, Lewin saw them as a unified whole with each element supporting and reinforcing the others and all of them necessary to understand and bring about planned change, whether it be at the level of the individual, group, organization or even society. John Kotter, an expert in leadership and change management, proved through 30 years of research that 70% of all major change efforts in organizations fail due to the holistic approach required to see the change through (Stragalas, 2010).
The 3 stages are unfreezing, moving to a new level or changing, and refreezing (Kaminski, J, 2011). The unfreezing stage consists of encouraging individuals to replace old behaviors and attitudes with those desired by management. Nayar realized “that no one would jump into the future until the organization acknowledged that we needed to do so” (Kreitner & Kinicki, 2013). He spent several weeks meeting with the senior managers around the world to discuss the current situation of the organization and