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From Founder to Successor: Managing Organizational Change at Sanman
Lila Andrea Chaudhuri
Academy of HRD, Ahmedabad, Gujarat, India
Kalpana Sahoo
School of HRM, XIM University, Bhubaneswar, India
Sanjay Bhattacharya
School of HRM, XIM University, Bhubaneswar, India
Volume 17: 2024, pp. 41-54; ABSTRACT
Neelima Jain had established a non-governmental organization (NGO) named “Sanman” (meaning “Respect” in Hindi) in 1995 to fight for the
cause of prevention of violence against women and their empowerment. After 27 years, Neelima led the way for Anita Banerjee to be appointed
as the Executive Director of Sanman. Anita had been associated with Sanman for close to a decade. She understood and deeply empathized with
the cause of Sanman. Her commitment towards making Sanman a bigger and a more organized entity drove her to bring in a team of consultants
to streamline the organization. However, Anita was having her own challenges running the organization as she was still not able to win the
trust of her employees as well as that of her board of directors. At the same time, she also wanted to bring about drastic changes in Sanman’s
way of functioning. Adding to the milieu was Neelima Jain’s involvement in various official matters even after relinquishing her authority.
Sanman was in a state of turmoil as the leadership transition and the ensuing episode of change management seems to have taken a turn for
worse. The case would reflect upon the aspect of organizational change brought about by a leadership transition. Viewing it
in the light of John Kotter’s change management framework and French and Raven’s theory of social power.
Keywords: organizational change, performance management system (PMS), structural approach, employee accountability, resistance to change.
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