Succeeding

in the VUCA
paradigm:
Making change happen

Confederation of Indian Industry

Contents
Succeeding in the VUCA paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2. The role of a leader. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3. Building internal capability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4. Aligning the organizational culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
5. Leveraging technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

2 Succeeding in the VUCA paradigm

6. Our perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
6.1 The leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
6.2 The employees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
6.3 The HR function. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
6.4 The external ecosystem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

7. Exhibit A: Survey demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Exhibit B: Additional survey insights. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Succeeding in the VUCA paradigm 3

Foreword
EY
Why is it that some organizations continue to thrive in the VUCA (Volatile, Uncertain,
Complex and Ambiguous) world while others fritter away with the first whiffs of change?
Why is it that certain organizations manage to navigate through the complexity of
interconnected economies and the downturns of volatile markets but still continue to build
new products, transcend new geographies and experiment with new technology platforms
with telling results, while others fail miserably even at the slightest changes in their
business models or external environment?

In a never-ending game to stay competitive, organizations today are embarking upon

more change programs than ever. However, EY research shows that 80% of the change
programs initiated fail to achieve their intended outcomes . While a lot of literature exists
Rajiv Krishnan on how organizations should take the journey of change once it is initiated, very little has
Partner, been spoken about how to prepare organizations for the quantum and speed of change. Is
People Advisory Services this perhaps the reason why organizations fail to realize the intended benefits out of their
change programs? Is there a success mantra for managing changes in this VUCA world?
EY embarked on a study in association with CII to answer some of these questions that
have been plaguing the minds of leaders since the last decade. We reached out to CXOs,
promoters, managers, HR professionals and change management practitioners across
the country searching for these answers, and the results we found were startling, at times
counterintuitive, and in other cases very predictable. A digital survey and direct interviews
were the chosen methods to collect data for the study.
We discovered that the fast pace and high magnitude of changes are at the heart of VUCA
and it is the art and science of managing these two aspects of change that set apart
organizations that are thriving today. While 46% of the organizations surveyed believe
that they will undergo major disruptive and radical changes in their business models
due to innovation and technology, more than 70% of the surveyed organizations grossly
Anurag Malik
under-invest in managing change formally. In contradiction to our hypothesis that most
Partner,
organizations would take a reactive and agile approach to manage these changes, an
People Advisory Services
overwhelming 52% believe that they will be more proactive and structured and only 37%
agreed with our initial hypothesis. 69% of the respondents indicated that they depend on
the leadership layer for anchoring these large quantum of changes. They also mentioned
about using distributive leadership as the weapon that could help organization maintain
change stamina. The data therefore indicates that organizations are trying to preempt
change as much as possible and undertake more structured transformational journeys.
Through this study, we have tried to analyse what change leaders do so differently that
they are able to ride the VUCA storm. We have tried to sum up, what we have learnt in the
course of this study in a simple stakeholder based framework.

We would like to thank our partner CII, our clients, and the participating organizations who
made this paper possible.

Jayant Kumar
Director,
People Advisory Services

4 Succeeding in the VUCA paradigm

Foreword
CII
In today’s world, organizations continue to be impacted by a multitude of changes and it
influences the way they operate. With increasing volatility in the markets, ever changing
customer needs and continuous technology led disruptions to business models, an
organization’s nimbleness is what can help it wither the storm of changes that hit it every
day.

On the other hand, the complexity and disruptions in the business environment
today continuously decreases the visibility of businesses beyond a quarter, impeding
organizations’ ability to build long term plans and requiring them to continually reinvent
themselves.

Responding to these external changes through continuous internal transformations is the

Harshavardhan Neotia hallmark of the VUCA world we live in. Leaders will have to visualize and anticipate these
Chairman CII-SNCEL changes even before they occur and it has to be reflective in the strategies they create.
The speed with which the changes are occurring also would mean that they have to bring a
high degree of rigor in execution, have a strong self-belief, and build a culture comfortable
with change and capable of driving change across all levels.

Gartner, in its latest report predicted that Indian businesses will spend almost $72.6
billion on IT. According to Gartner figures, IT budgets in India are growing at an average of
11.7% compared to merely a 1% worldwide. Today, innovation in technology led by SMAC
(Social, Mobile, Analytics and Cloud) is driving innovation in business. Businesses continue
to experiment with these technologies and challenge the present established frontiers of
customer experience and cost efficiencies. Investing in technology is no more limited to
addressing a necessity or plugging a gap, but it is about building an asset which in time is
capable of regenerating further assets through the process of innovation. Case in point
is the investment in IoT. And according to a study by Vodafone, companies are spending
about 24% of their IT budget on IoT worldwide.
Chandrajit Banerjee Another critical contributor of withering the VUCA storm is the role of diversity. Diversity
Director General, CII too, plays a critical role in ensuring that organizations are able to ride well above the
storm of change through people led innovations. Bringing together skills from diverse
backgrounds, countries and cultures helps breed the type of innovation and creativity
required to compete in today’s extremely competitive environment. This is truer for
organizations now, more than ever.

It gives me immense pleasure to introduce to you, the EY – CII thought leadership on

‘Succeeding in the VUCA Paradigm’. This paper looks into some of these questions and
shares perspectives that will help you re-evaluate your organization’s strategy to strive,
flourish and survive. It will also incite you to question some of the long held beliefs on how
organizations across industries invest and manage change internally.

We would like to thank CII leaders and participating organizations in sharing their rich
perspectives and insights for the thought leadership. I would also like to thank EY
professionals whose painstaking efforts have helped us peer into the heart of VUCA and
how leading companies thrive in this ever changing environment.
Dr. N. S. Rajan
Chairman, CII National
Committee on HR

Succeeding in the VUCA paradigm 5

1. Introduction

The term VUCA was coined by the US military in the 1990s to ridership rising from a few hundreds a day in 2010 to over a
describe the increasingly convoluted and complex geo-political million today!
landscape in which it was operating. VUCA has since then found
Whether we examine the number of patents filed globally,
its ways into the cabins and discussion tables of organizations
sonic barriers breached by planes, distances travelled, altitudes
across the world. Today, we are living, breathing and navigating
reached, minerals mined or explosive power harnessed, the same
through VUCA every moment. It is quite visible in how disruptive
accelerative trend is unmistakable and evident in all walks of life.
technologies are redefining business models.
Research shows that the time span between the launch of a new
Picture this: in 2009, Usain Bolt became the 21st athlete to product and its extinction from the market is decreasing every
break the world record for the 100m sprint over the last decade. year. Shorter lifespans of companies, constant overhauling of ways
Interestingly, the 100m record was broken merely four times from of working and incomprehensible interconnectedness of causes
1900 to 1950, but the same record was shattered 17 times in the and effects across the globe — this is the essence of VUCA! But
next 50 years! what is the impact of these fast-paced changes on people’s lives?

Closer home, the taxi and cab industry is witnessing a major Alvin Toffler in his book Future Shock argues that the rising rate
overhaul. Even by the standards of India’s rapidly evolving of change in the world around us disturbs our inner equilibrium,
e-commerce ecosystem, the past five years have been an utter altering the very way in which we experience life. This shattering
whirlwind. Look closely and you will see a striking similarity with stress and disorientation caused by too much change in too little
the history of the 100m world record. The years 1940–2000 time is called “future shock”. The same theory when extended to
witnessed as few as three major innovations in the taxi industry, an employee who is being imposed with multitudes of changes
whereas the last 16 years have seen as many as eight major can perhaps explain the change fatigue and associated drop in
disruptions! The last five years have seen the combined valuations performance levels. Organizations need to be prepared for these
for the top two players in the country rise over US$5b, with shocks as they are here to not only stay but increase in intensity.

6 Succeeding in the VUCA paradigm

Evolution of the Taxi and Cab industry
Innovations
Launch of the through differential Foray into mass
Fare meter– Increasing number of app-enabled pricing and model- transportation
enabled yellow- transporter-owned fleet-aggregation based service through shuttles
top cabs cab fleets model differentiation and buses

Early 1940s–1970 1970s–1990s 1995–2000 Early 2000s 2009–2010 2010–2011 2010–2015 2010–2015 2010–2015 2010–2015

Yellow-top cabs Introduction of Modifications to app- Introduction to Wi- Introduction of

doubling up as GPS-enabled fully based cab-hailing Fi enabled cabs for motorcycle cabs
shared taxis owned fleets through the hybrid premier customer
ownership model segment

When we embarked on this study, we asked organizations a simple question: how do successful organizations manage to maximize the
adoption of change initiatives despite the high pace and quantum of changes that impact employees every day? Among the myriad of
responses we received, four levers stood out distinctly and formed the bedrock of our research.

Role of leadership Use of technology

What is the role that leaders will play in helping organizations How can technology help organizations speed up decision-making
succeed in VUCA times? What behaviors will be the most critical to respond to the ever-changing business realities? Can SMAC
for a leader to shepherd teams toward success? enable faster and better adoption? Does investment in technology
coupled with innovation help organizations to stay ahead?

Managing and
leading change in
the VUCA world

Culture alignment Internal capability

Can organizations successfully build a culture of always Should organizations set up permanent structures for managing
being change-ready? Can culture spearhead the adoption internal change or should organizations inculcate internal
of change initiatives? capabilities within employees to manage change at different levels?
What role can organizational learning play in building such internal
capabilities?

Succeeding in the VUCA paradigm 7

2.
The role
of a leader

8 Succeeding in the VUCA paradigm

Organizations still continue to bank upon senior leadership teams
to succeed in and navigate around complex business scenarios
in VUCA times. Our research findings show that 69% of the firms
69%
surveyed placed an increasing emphasis on the top management’s
Top management
role in change programs.

Businesses are truly complex today, operating across multiple Responsibility 19%
markets and tax jurisdictions, supported by a web of technologies, of leading Middle management/impacted
selling a diverse set of products and services to a diverse set of change in employees
customers and constantly being challenged by disruptive business
VUCA times
models. The various change initiatives undertaken impacting
multiple departments often fall prey to organizational politics,
12%
where departments are quick to claim the benefits out of the
Subject matter experts
program but falter in collaborating to lead the change. What may
(internal)/external consultants/
be a great cost-saving initiative in the lens of the corporate finance
others
department may be perceived by the local sales department as
ill-conceived and devoid of market understanding, resulting in loss
of sales revenue. No wonder that the majority of the respondents
(69%) identified “managing complexity and contradictions” to be
a major role of the leader. Able leaders need to positively spin
64%
Unable to anticipate and
contradictions as opportunities of improvement.
respond to changes effectively
With multiple change initiatives running, employees often lose

64%
sight of the end objective of the programs and can become victims
to change fatigue. Change programs often begin with enthusiasm
among employees but become a burden with too many programs Key leadership Inability to build the right guiding
overloading the organization. Another interesting theme emerging team for managing the change
challenges in
from the data is the role of the leadership in bringing a certain level
managing
of order within the chaos.

When we asked what the top reasons were that inhibit leaders
change 48%
Lacking leadership
to successfully manage change in VUCA times, we received an commitment and support
interesting response: about 64% respondents believed that the
leader’s inability to anticipate changes along with the inability
to build the right team was preventing them from successfully 48%
managing change. What was alarming though was that 48% of Being in denial of the
respondents mentioned being in denial of the changing context. changing context

Leadership speaks
“Imagine that you are driving a car and the terrain around you is soft, with potholes,
puddles and obstacles, the horizon unknown but presumed to be bumpy. What you would
need while driving through such a terrain is a car with great sensors. Similarly, businesses
in the VUCA world need great sensors, so that they can maneuver with dexterity. They
need to have great shock absorbers, so that the ride feels less bumpy. That is where
technology is of a great help in sensing the pulse on the ground.”

— CIO of a leading technology company

Succeeding in the VUCA paradigm 9

 Ranked in the order of priority are the Where leaders spend most of
effective enablers for leaders to manage their time?
change effectively in VUCA times:
1. Internal capacity building for managing change 67% Managing complexity and contradictions

2. Tools to constantly monitor change initiatives

64% Articulating the shared vision
3. Social, mobile and interactive platforms to
constantly engage with stakeholders
4. External coaches who focus on building
54% Guiding and supporting in change execution

competency for leading change

52% Addressing change resistance

A case in point
Get involved in the action on the ground: A leading media company recently acquired another player in the market in
a wave of consolidation the industry has seen. While crack teams formed under the Managing Director (MD) worked on integrating
operations and systems, the MD took the lead for integrating the organization cultures. The MD was personally responsible for
communicating, driving an open culture, being accessible to all employees, and visible taking charge of things on the ground. The HR
function provided planning and execution support to the MD. With acquisitions having a reputation for failure and often because of
people issues, what has made this integration successful was the direct involvement of the Top Leadership.

From both the survey and the interviews, four additional roles for today’s leaders emerged besides ‘Building a shared vision that
accounts for VUCA’, ‘Repeated communication and re-enforcement of the shared vision to maintain focus and motivation’, ‘Leadership
involvement in the resolution of inter-functional conflicts’, ‘Breaking organizational silos and promoting teaming and encouraging a
distributive leadership’. These four critical roles are:

1. The oracle with tools: 3. The hands-on leader:

Investment in institutionalizing a dedicated business analytics wing Leaders need to coach and mentor the next in line by actively
can help leaders understand their markets, suppliers, distributors participating in change initiatives — by acting as “action heroes”
and customers. In short, it can help in beating ambiguity by rather than “command center generals.”
predicting business trends using historical data. Leaders need to
craft their vision using this information and ensure that everyone
understands it and is convinced about it.
4. The change fitness trainer:
In the VUCA world, leaders should focus on building a culture that is
2. The knowledge investor: dynamic and is comfortable in questioning the status quo. Leaders
can build such a culture by adding an element of eustress into the
How can I better engage with my customers digitally? Should I bet
ecosystem — which a leading psychologist Dr. Lazarus describes as a
big on wearable tech, drone-based delivery models, 3D printing or
positive stress that helps in increasing motivation and performance
cognitive computing? Leaders cannot afford to behave reactively
at work. Setting up of well thought out stretch goals helps introduce
to these market realities but have to stay ahead of them. While
this positive stress
some organizations ensure this by budgeting for external webinars,
forums and workshops showcasing the latest trends in their
industries, others encourage employees to leverage the plethora of
massive open online courses (MOOCs) to stay abreast of the latest
advancements in the market.

10 Succeeding in the VUCA paradigm

Succeeding in the VUCA paradigm 11
3.
Building
internal capability

6
Source: Wikipedia

12 Succeeding in the VUCA paradigm

As the quantum and speed of changes keep increasing, managing Around 70% of the respondent organizations rely on “leveraging
change should become second nature to managers. In the VUCA cross functional mobility” to build up change teams or “change
world, change management cannot be event-triggered; it should readiness groups” responsible for driving the change on the ground.
be a continuous process. We believe that such a change-capable These transient structures also aid in last-mile communication as well
organization is not just willing to invest in external consultants to as relaying the fears and apprehensions of employees back to the
manage change for them, but also has strong internal capabilities management.
to manage change and appreciates and understands change
In more than 60% of the organizations surveyed, the responsibility of
management. This also resonates with the need of more than 50%
driving change lies with the business leaders, and HR takes over the
of respondents who indicated that the response to change needs to
role of supporting line managers in delivering change initiatives.
be planned and organized.
Only 40% of the respondents had a formal change-management
Building internal change capability is only possible by engraining
methodology in their organizations. And interestingly, 3 out of 5
the lessons of successful changes in the foundational structures
such organizations are global MNCs or Indian organizations with
of an organization. The study helped us identify five key pillars of
significant foreign investments. These findings suggest that while
these foundational structures:
our western counterparts realize the importance of a uniform,
1. Cross-functional mobility to quickly respond to change organization-wide change-management methodology, Indian
organizations still continue to under-invest in it.
2. Governance mechanisms for responding to change

3. Setting up centers of excellence for managing change

4. Honing and developing change management as a competency

5. Internal standard and uniform methodology for managing

change
A case in point
Setup of a Change Management Office: A major
Indian business house has setup a change management office
Top 4 measures organizations are to manage multiple change initiatives that the organization is
undertaking to develop internal undertaking. The change management office is responsible
capabilities for managing change for co-ordinating across project teams, business teams and
external vendors to improve employee experience of change,
provide a centralised governance, follow a consistent approach
70% Cross-functional mobility to quickly respond to
change
and manage interdependencies.

Building internal change capability: In the dynamic

64%
world of e-commerce, one organization is proactively investing
Involving HR for driving and managing change in building change management capabilities in the leadership
and managerial level. For this they have roped in an external
vendor to provide trainings focusing on building change
62% Setting up appropriate governance mechanism capability within the organization. These tools range from
helping business build basic change management skills to
running complex simulations on stakeholder management
Development of requisite competencies
56% with external help
and equip the business to manage changes in the dynamic
e-commerce industry on a daily basis.

Leadership speaks
“An organization that strives to be ahead of the market at all times needs to have people
that are flexible to new ways of working because in our industry, business models change
every quarter. So we are striving to build a company with the competency of change
management woven into its very fabric. Managing change, multi-tasking and living with
ambiguity should be an auto-response for our people.”

— Category leader at a leading e-commerce organization

Succeeding in the VUCA paradigm 13

4.
Aligning the
organizational
culture

14 Succeeding in the VUCA paradigm

More than 60% of our respondents feel that lack of cultural Shaping culture is never easy, but organizations can take certain
alignment is one of the biggest reasons for failure of transformation positive steps to build a change-ready culture and it has to
efforts in VUCA times. Still, it continues to be one of the most be anchored by the organization’s leadership. Two concrete
neglected aspects while managing change in organizations. suggestions mooted by the interview participants based on their
experience were:
For organizations to succeed in the VUCA world, an organization’s
culture should act as a strategic enabler for managing change — a 1. Concerted efforts in building a learning organization:
culture where people are comfortable with constant changes in the Organizations can create a source of competitive advantage,
way they work, are adept at multi-tasking and handling ambiguity, embrace innovation and improve bottom-line by becoming a
and can make quick decisions despite complexity and uncertainty in learning organization. As organizations develop this capability,
market scenarios. they are able to question the status quo on their own without
relying on external forces and events to initiate change. By
Through the survey we identified 9 behaviours of a change-ready
building a learning organization, leaders can essentially engrain
culture
a culture of change readiness within the organizational DNA.
1. Being flexible and adaptable to changes

2. Being creative and looking for innovative solutions to

2. Reward risk-taking and innovation:
business challenges
VUCA entails newer challenges and never-seen-before business
3. Being comfortable with taking calculated risks scenarios. Such challenges cannot be solved with run-of-
the-mill solutions. It is where tried-and-tested methods fail
4. Encouraging failure and rewarding sustained efforts
that trial and error triumphs. Solving novel challenges will
5. Collaborating and promoting sharing of information and ideas require thinking and solutions that are novel themselves. This
essentially means that organizations will have to develop an
6. Being agile and quick in decision making
appetite for risk and reward behaviours such as innovation
7. Challenging the status quo and creative thinking. While doing so, organizations need to
establish a solid foundation of risk governance to support good
8. Being patient and developing the ability to withstand pressure
business decision making.
9. Promoting open communication

A case in point
Building a learning organization: A major auto manufacturer promotes events where-in employees reflect on weaknesses,
mistakes and missed opportunities which helps them improve their products and processes. The company also encourages employees
to look for root causes of a problem and then look to address them. And employees then share how they solved the problem with larger
groups. This helps the organization to reflect on its mistakes and these learnings are then ingrained in form of processes and changes
in the ways of working. An organization so created, which constantly learns, is adept at handling changes in the VUCA world

Leadership speaks
”Preparedness for change is a critical success factor for any organization in this highly volatile and
changing business environment. So an organization that (can) embeds the same into its culture
would be at a lesser risk of (facing) change barriers and hindrances to meet the challenges.”

— Business head at a leading Indian compliance, risk and analytics products and solutions provider

Succeeding in the VUCA paradigm 15

5.
Leveraging
technology

16 Succeeding in the VUCA paradigm

We are living in age of rapid technological advancements. SMAC 1. Deployment of tailor-made trainings:
(Social, Mobility, Analytics, and Cloud), Robotics, and IoT (Internet
of Things) are changing existing business models. Take an example Training and development forms an integral part of the change
of the simple health tracking band – it can now connect through management plans of any organization. With significant
your phone to dieticians and coaches real time and also connect to investments involved and incomprehensive metrics for measuring
nutrition companies, thus creating a new business model. effectiveness, trainings for large transformations often come under
the scanner and are questioned for their returns. Technology-based
According to NASSCOM, the estimated market growth driven trainings are playing a promising role in alleviating these challenges
by SMAC is expected to be 30% (US$1 trillion) by 2020. So, as in the following ways:
organizations open up purse strings to invest in these disruptive
technologies, they are actually building assets for the future. a. Interactive and engaging content: Using concepts of
Through the process of innovation, organizations are turning gamification and role-playing to create highly engaging and
technology into newer assets and creating a further spiral of interactive learning content
change. Today white good companies are offering fans and air
b. Ease of use: Using technologies such as cloud and mobile (app-
conditioners which can be operated and controlled from your
based content) to provide ease of use to employees
phone.
c. Scalable and cost effective: Being highly scalable with nominal
Business Intelligence and analytics is enabling leaders shape the
additional charges per additional user
right strategies and making informed decisions.

While technology has been labelled as the biggest disruptor

and cause of a flurry of changes, it has also opened avenues for
effectively managing the changes. Today, newer technologies allow 2. Technology’s support in managing change
organizations to engage their employees in a two-way dialogue that remotely:
emails could never achieve. Without such a two-way dialogue and a
Whether it is a new product launch or a complete overhaul of the
commitment to encourage participation and listen with intent, risks
organization structure, leaders need to ensure that the teams
to a successful adoption can be missed or, more importantly, ideas
involved and the people affected are completely focused and
from an organization’s most treasured assets, employees, can go
productive throughout the project duration. This task is all the more
unheard. A workforce of multi-generations is a multichannel crowd.
difficult if the workforce is spread over different geographies and
Texting, yamming, tweeting, blogging, tagging, posting videos and
departments. Technology plays a major role in helping manage
uploading photos are the mainstream methods for communication
change remotely through collaboration tools such as WebEx and
in today’s society. If these elements are not included in an
SharePoint, supporting communications through social media using
organization’s change management and communications plan, it
platforms such as Yammer, engaging with stakeholders through
is likely to limit the reach of the change initiative and the impact of
video messaging using YouTube, tracking the health of internal
the desired business change.
change initiatives through mobile applications, running enterprise-
While organizations have taken major strides in using technology wide polls or pulse surveys using services such as Poll-Everywhere,
for communication management, there are other key roles that and building and leveraging internal communities through platforms
technology can play in managing change. The respondents believed such as Jive. These platforms play an important role in engaging
that the following are the two main roles of technology platforms in with people and aid in information sharing.
managing change:

Innovative methods used for managing change

1 Use of analytical tools and BI to track the success of change initiatives

2 Use of mobile applications for launching programs, communicating with employees about the change etc.

3 Use of internal social media to engage with stakeholders and employees throughout a transformation journey

4 Use of  cloud  based  platforms that provide centralized access to change management tools, methods and artefacts.

Succeeding in the VUCA paradigm 17

A case in point
Technology as an enabler for change: A leading technology products company relied on a tedious and time-consuming
process of identifying change impacts for various stakeholders and functions through interviews and focus group discussions (FGDs).
The entire process would typically consume around one month of time and effort to identify the impact of a process change across
all the BUs and functions. The organization switched to a crowd sourcing based model of capturing the impacts of a change through
employee intelligence. This method not only reduced the time to capture impacts by 15 days, but also provided a much deeper reach
to the change management team than could have been possible through interviewing techniques.

Leadership speaks
“Technology can play a major role in (demystifying) VUCA; It helps in (establishing) closer connect
with our employees and get true information to them quicker than rumors.”

— Business head at a leading gold financing organization

Social media collaboration tools useful for managing change

Social media tool
Social tool categories
examples

Micro blogging
•• ► Yammer
A form of blogging where users post short updates or messages in chronological order. In enterprises, this could •• ► Jive
be done for a defined network or group, or the entire organization. Core to blogging and microblogging is the
•• ► Connections
ability to comment on and add to another’s posts, providing a richer conversation.

Media sharing: photo and video sharing

•• ► Animoto
It allows users to upload and share videos and photos for publishing to a network. Within an organization, it is •• ► YouTube
often used companywide or within groups. Many media-sharing capabilities can be found in broad enterprise
•• ► Vimeo
collaboration platforms such as SharePoint.

Polling
•• ► Poll Everywhere
Online audience polling tools show immediate results to a virtual audience. Many services now allow users to •• ► Yammer
respond to polls using text messaging and smart devices.

Communities
•• ► Jive
Social software platforms are primarily designed for building a collaborative culture using content defined by
employees. Enterprise social platforms typically allow networks and individuals to create online communities •• ► Connections
and working groups, providing a space for content or purpose-specific collaboration and social networking, e.g., •• ► SharePoint
project management communities and new-hire communities.

•• ► Wordle
Visualization tools •• ► Tagxedo
These tools provide techniques to turn content and data into meaningful graphics. •• ► Easley
•• ► Storyline

Ideation
•• ► ThinkTank
Ideation tools provide a platform for widespread idea sharing, often called crowdsourcing, and collaborative
dialogue to produce ideas better than the original one. Typically, an organizational challenge is presented •• ► IdeaJam
to provide a high-level structure for which ideas are shared. When used in a time-boxed manner, these idea •• ► Spigit
management sessions are often referred to as “sprints.

Source: Change 3.0: using social media to engage your workforce, performance, Volume 6 by EY

18 Succeeding in the VUCA paradigm

Succeeding in the VUCA paradigm 19
6.
Our perspective

20 Succeeding in the VUCA paradigm

This study has helped us to understand what successful leaders do differently to lead and
manage change in the VUCA times. We have tried to capture this success recipe in a stakeholder
based framework.

6.1 The leadership

It has been well established throughout the paper that Leadership But we also realised that while these two measures can help
will play a vital role to succeed and survive in a VUCA world. We immensely, it needs to be supported by:
have identified these five key elements as part of the Leadership
i. Enabling faster decision making through right structures,
Dimension.
systems and policies, and
a. Build an arsenal of technology to stay ahead:
ii. Embracing diversity.
Technology is changing at a lightening pace and its impact on
business is being felt worldwide. Investing in technology has d. Bank on distributed leadership:
now become a question of survival and all leaders understand Tall hierarchies often cripple decision making. It is common to
this, but the successful ones go a step forward and consider this hear of ideas initiated at the shop floors but never reaching
investment as building an asset. While companies are investing key decision makers, strategic initiatives failing to find internal
in latest technologies like Social, Mobile, Cloud, Internet of sponsors and crucial vendor payments pending authorization
Things, and Robotics; the most powerful weapon in the arsenal for months. In the VUCA scenario, organizations have to
of successful leaders is business analytics, which helps them leverage upon distributed leadership, i.e., employees at all
anticipate the changes and gives them the foresight to shape work-levels should be empowered to take decisions themselves.
their businesses for VUCA times. This will not only help in combatting the bottlenecks at the
leadership level, but also help organizations respond quickly to
b. Build leadership agility:
the speed of changes all around.
A combination of five qualities that a leader should possess,
what we call “leadership agility,” is the key to be a good change e. Build change stamina:
leader in VUCA times: Making organizations comfortable would need organizations to
do three things.
i. Develop a vision which accounts for VUCA
i. Firstly Leaders need to be aware of the state of readiness
ii. Communicating effectively and assertively
of the organization at all times. They could do this by
iii. Ability to take quick decisions frequently conducting pulse surveys.

iv. Navigating through complexity and chaos ii. Secondly, Leaders need to conduct or sanction a thorough
change portfolio analysis to identify the employees getting
v. Execution focused
impacted by the changes, which should help them to take
c. Build a culture of change: better decisions.
In the course of the research we identified two important
iii. Thirdly, they need to set stretch goals consisting of
measures which help build the culture of change.
owning and leading initiatives to create positive stress and
i. Firstly a learning organization which is ready to reflect and improve organizational stamina.
question status quo

ii. Secondly an organizations which allows risk taking

within a strong governance framework and rewards for
innovation and creativity

Succeeding in the VUCA paradigm 21

6.2 The employees
While working on this paper, we also posed the interviewees b. Leverage on technology for collaboration and quicker
and ourselves a question – “What are employees in successful decision making: With workplaces becoming digital, employees
organizations like?” Collectively we came up with three elements: need to leverage technology for their daily duties to save time
and enhance employee productivity.
a. Stay inquisitive to stay relevant:
Imagine being in the HR department and being unaware of the c. Be comfortable with ambiguity and uncertainty: Employees
cloud HR solutions. Would it be OK for the company and the need to embrace this idea as a new normal and look at the
employee in the long term? Employees need to stay abreast of positive outcomes from this state. Today organizations are
the newest development and latest updates. For their own self helping their employees to understand VUCA and how to deal
development and for them to be able to contribute to growth with it.
of the organization. Employees should pro-actively look out
for internal change initiatives and opportunities to be a part
of such transformation exercises to stay relevant in the VUCA
world.

6.3 The HR function

Through the study, it was clear that while the business should have for their change capabilities; performance management
clear accountability of leading and managing change, HR could also systems should align performance goals with change programs;
play a much greater role in supporting them. We believe that HR reward mechanisms should be such that they kindle change
has a pivotal role to play both from a short-term and a long-term behaviors; learning and development teams should design
perspective: curriculums to develop change competencies in employees;
and talent management practices should be such that the top
Short term: Change Event-specific
talents displaying change capabilities are groomed for future
a. Support internal change initiatives by championing the leadership roles.
execution of change management:
b. Institutionalize a Centre of Excellence/Change Management
i. HR should help in the identification of the change teams Office for managing change:
based on past performance and future potential
i. 
Different companies have different opinions about having
ii. They can support in training design and management a rigid change management group within the organization
for managing internal change. However, we believe that
iii. HR should help in design of reward and recognition
the most effective way for such a center of excellence
mechanisms for change programs
(CoE) to function is to have an agile team with 2–3
iv. HR should work with business to identify goals that need members who are subject-matter experts and leverage
to be set for the project team to successfully roll-out upon fluid functional team structures for the execution of
the change and the larger impacted employee group for change management.
embracing the change
ii. 
This CoE would be responsible for building the internal
Long term: Organization-specific change management capability of the organization and
act as guiding teams to departmental SPOCs who are
a. Align all internal HR systems, processes and frameworks to
leading internal change projects. These CoEs can be
build a change-capable workforce:
further strengthened with the support of consulting firms,
HR should align its internal recruitment, training, performance
which can provide both expertise and executional capacity.
management and talent management processes with change
management capabilities. What this means is that recruitment
processes should be designed to test and assess candidates

22 Succeeding in the VUCA paradigm

6.4 T
 he external ecosystem
Through the interviews it also became amply clear that the b. Identify impacts downstream and foster collaboration:
organizations that successfully manoeuvre through the VUCA In this complex world most changes involve the interplay of
maze, create successful game plans to deal with the external the entire business ecosystem. As an example the successful
ecosystems. We identified two elements that set apart such implementation of GST (Goods and Services Tax in India) for
organizations: companies will not be possible without their vendors being on-
board with the change. As an initiative, not only governments
a. Leverage technology to communicate & train the external
but companies have started educating their vendors about GST.
ecosystem:
Thus organizations that understand this interconnectedness
As business models change, organizations look for ways to
and dependence of their operations on external environment
effectively engage customers to aid adoption of new products
are the one that will succeed in the VUCA world
and platforms. As an example, today, Banking sector is
leveraging the internet and mobile application ecosystem to
communicate about their new services and products. They are
also using the same platforms to spread consumer awareness
about complex financial instruments to train large masses of
people , which would otherwise have taken ages to accomplish
at multi-folds cost.

Succeeding in the VUCA paradigm 23

7. Exhibit A:
Survey demographics
For the study, we solicited responses from more than 100 top Indian businesses from multiple industries,
including manufacturing, IT/ITES, BFSI, auto and associate ancillaries, power and utilities, FMCG,
infrastructure, and media and entertainment. Our respondents include a wide range of practitioners including
founders, functional heads, change management practitioners and project managers. The inputs — gathered
through online surveys and face-to-face interviews — have been analyzed extensively to come to conclusive
inferences about various enablers for managing and leading change successfully in the VUCA world.

24 Succeeding in the VUCA paradigm

Respondent split by role Respondents industry segmentation

6% 1% 18%
4% 23%
19%
33%
4%
Program sponsor
Program manager
4% 12%
Change manager/analyst
5%
31%
Functional subject matter expert
11%
11% Change agent
7% 11%
Manufacturing Power and utility
IT/ITES Automobile
Banking FMCG

Respondent split by hierarchy Multi industry conglomerate

Auto ancillary
Infrastructure
Media and entertainment
Other
2% 2%
8%
Respondent split by investment in change
management as a percentage of project cost
C-suite
Senoir management
No investment in change management 6%
Middle management
38% 50% Executive
Junior management 0%–5% 23% 5%–10% 42%

10%–20% 12% 20%–30% 17%

More than 75% of the organizations surveyed invest less than

Respondent split by organization type 10% of a project’s cost in managing change formally; only
17.3% invest 20%–30%.

5%
8%

18% 38%
Indian multinationals
Foreign companies with operations in India
Privately held Indian companies
PSUs/government agencies
31% Other

Succeeding in the VUCA paradigm 25

7. Exhibit B:
Additional survey insights

26 Succeeding in the VUCA paradigm

Major change programs in the last 3-5 years Ranking of parameters for evaluating success of a
change program
1 Organization restructuring and design 64%
1 Proficiency with the changed ways of working

2 Enterprise/function-wide business transformation 52%

50% 2
Financial impact — Noticeable improvements in
3 Culture transformation financials such as revenue, profitability and internal costs

4 Policy and regulatory compliance 44% 3 Minimal disruption to business

5 Outsourcing and/or shared Services 37%

4 Speed of adoption
It is significant to note that more than 50% of the
organizations surveyed have undergone cultural
transformations in the last 3-5 years 5 Recognition by the customer and markets

Organizations are focusing on sustainability of the changes

introduced rather than reaping short term financial benefits
from change programs

Top barriers to change in organizations Top measures adopted by organizations to increase

the speed of adoption
1 76%
Lack of leadership support

1
and commitment toward the change
Continuous leadership support and commitment 82%
2 51%
Lack of properly defined goals

2
and objectives of the programs
Technology-led communication and learning 78%
3 47%
Lack of focus on cultural

3
alignment for change adoption
Use of local change champions and change agents 62%
4 40%
Change fatigue — too many changes happening

4
too often giving little time for people to adjust
Track and measure RoI on adoption 56%
5 Untimely and ineffective communication 38%
5 22%
Leverage transient teams like
business readiness groups

6 24%
Inadequately defined measures
of the program’s success Besides leadership support, using technology has become one
of the key drivers to increase speed of adoption

7 24%
Ineffective transition planning and
inadequate transition support

Succeeding in the VUCA paradigm 27

Impediments to be ready for the change

Cultural readiness Commitment to readiness Capacity readiness

Culture that is not

aligned to the change
60% Conflicting business priorities
54% Lack of a dedicated
team to implement 48%
business side of change
Minimal understanding
44%
Belief that change does
not require to be managed 32% of the impact of change
Unclear accountabilities

Unwilling to invest in training

between program teams
and business teams
44%
and capability building 42%

No buy-in of the change

38%

Steps undertaken by organizations to be ready for change

Cultural readiness Commitment to readiness Capacity readiness

Leverage change champions Communicate with purpose

78% Invest considerably in training
66%
across the organization to
drive a culture of change
48% and transparency and capability building

Assess all soft and hard Set up task force of impacted

risks and put appropriate
mitigation plans
52% business owners responsible
for change readiness
52%
Identify detailed impacts
of change and make
appropriate action plans
38%
Collect suitable data around
38%
the health of change program
and take necessary steps
34%

32%
Set up a strong change
governance board

28 Succeeding in the VUCA paradigm

Note to the reader
For more details please contact Acknowledgements:
Rajiv Krishnan This study was undertaken by Ernst & Young (EY) with support
Partner, from the CII-Suresh Neotia Centre for Leadership.
People Advisory Services Talent
We would like to thank all contributors for their participation in
& Performance Leader
various capacities to enrich this report.
EY, Bangalore
+91 9632548005 We express our gratitude to the following industry experts who
[email protected] have spared valuable time and painstakingly reviewed this paper
and provided their valuable suggestions:
Anurag Malik •• Mr. Visty Banaji, Founder & CEO of Banner Consulting
Partner, •• Mr. Prince Augustine, EVP-Group Human Capital & Leadership
People Advisory Services Development of Mahindra Group
EY, Delhi
•• Mr. Rajesh Padmanabhan, Group CHRO of Welspun Group
+91 9811395130
[email protected] We would also like to thank the following members for their
support and guidance while writing this paper :
Gopal Nagpaul •• Mr. Sudhir Reddy, CIO Aricent Technologies
Partner, •• Ms. Ashima Roona, CHRO Cinepolis India Pvt. Ltd.
People Advisory Services, EY, Mumbai
We also like to thank the following CII & CII –Suresh Neotia Centre
+91 9870495509
of Excellence For Leadership members who have extensively
[email protected]
coordinated and provided valuable suggestions.
Jayant Kumar •• Ms. Indrani Kar, Principal Advisor, CII & Head CII-Suresh Neotia
Director, Centre of Excellence for Leadership
People Advisory Services •• Ms. Tumpa Sarkar, Sr. Counsellor, CII, CII-Suresh Neotia Centre
EY, Delhi of Excellence for Leadership.
+91-9811236279 We gratefully acknowledge the contribution of the following EY
[email protected] Team Members for their support in coordination to put this paper
together.
•• Karan Bhalla from EY’s Mumbai office
•• Shubha R Nandi from EY’s Kolkata office
Contributors:
•• Sidharth Bhatia and Arjun Kalsi from EY’s Delhi office.
Mayank Malhotra
In addition, we also thank the EY Global Talent Hub (GTH) team for
Senior Consultant,
helping us in gathering data.
People Advisory Services
EY, Delhi

Amit Damahe CII contacts:

Consultant,
People Advisory Services Ms. Indrani Kar Ms. Tumpa Sarkar 
EY, Kolkata Principal Advisor, CII & Head, Sr. Counsellor,
CII - Suresh Neotia Centre of CII - Suresh Neotia Centre of
Pramod T Excellence for Leadership, Excellence for Leadership
Consultant, Tel: +91 33 66140100  Tel: +91 33 66140100 
People Advisory Services Fax: +91 33 66140136  Fax: +9133 66140136
EY, Delhi Email: [email protected]  Email: [email protected]

Succeeding in the VUCA paradigm 29

The Confederation of Indian Industry (CII) works to create and The CII theme for 2016-17, Building National Competitiveness,
sustain an environment conducive to the development of India, emphasises Industry’s role in partnering Government to
partnering industry, Government and civil society, through advisory accelerate competitiveness across sectors, with sustained global
and consultative processes. competitiveness as the goal. The focus is on six key enablers:
Human Development; Corporate Integrity and Good Citizenship;
CII is a non-government, not-for-profit, industry-led and industry-
Ease of Doing Business; Innovation and Technical Capability;
managed organization, playing a proactive role in India’s
Sustainability; and Integration with the World.
development process. Founded in 1895, India’s premier business
association has over 8000 members, from the private as well The CII-Suresh Neotia Centre of Excellence for Leadership
as public sectors, including SMEs and MNCs, and an indirect is a part of CII’s integrated agenda for building competitiveness
membership of over 200,000 enterprises from around 240 through Centre of Excellence. The Centre was set up on the basis
national and regional sectoral industry bodies. With 66 offices, of CII’s core belief that the quality of leadership will play a key role
including 9 Centres of Excellence, in India, and 9 overseas offices in in enabling India to succeed in its mission for inclusive growth and
Australia, Bahrain, China, Egypt, France, Germany, Singapore, UK competitiveness and claim its rightful position in the global arena.
and USA, as well as institutional partnerships with 320 counterpart The CII-Suresh Neotia Centre of Excellence for Leadership envisages
organizations in 106 countries, CII serves as a reference point for to play a major role in India’s growth agenda by catalysing
Indian Industry and the international business community. leadership development across all businesses and socio cultural
demographics through a range of interventions especially focusing
CII charts change by working closely with Government on policy
on “people” and “process” transformations.
issues, interfacing with thought leaders, and enhancing efficiency,
competitiveness and business opportunities for industry through
a range of specialised services and strategic global linkages. It also
provides a platform for consensus-building and networking on key
issues.

CII-Suresh Neotia Centre of Excellence for Leadership Confederation of Indian Industry

DC-36, Sector – I, Salt Lake City The Mantosh Sondhi Centre
Behind City Centre, Kolkata - 700 064 23, Institutional Area, Lodi Road, New Delhi - 110 003 (India)
Tel: 91-33-66140100 Tel: 91 11 45771000/24629994-7
Fax: 91 33 661140136 Website: www.cii.in
Website: www.cii-leadership.in

CII offices
Confederation of Indian Industry CII – Institute of Logistics CII-Sohrabji Godrej Green Business Centre
The Mantosh Sondhi Centre 10th Floor, IIT Madras Research Park, Survey # 64, Kothaguda Post
23, Institutional Area, Lodi Road, Kanagam Road, Taramani, R R District, Hyderabad, Telangana - 500084 India
New Delhi – 110 003 (India) Chennai – 600113 Tel: +91 40-44185111 (B)
Tel: 91 11 45771000/24629994-7 * Tamilnadu, India Fax: +91 40 44185189
Fax: 91 11 24626149 Phone: 044 4292 8900 E-mail: [email protected]
Northern Region Headquarters CII-ITC Centre of Excellence for CII-Suresh Neotia Centre of Excellence for
Block No. 3, Dakshin Marg Sustainable Development Leadership
Sector 31-A, Chandigarh - 160 030 2nd Floor, Thapar House DC-36, Sector – I, Salt Lake City
Tel: 0172-5022522/2607228/2605868/2605614 124, Janpath, New Delhi - 110 001 Behind City Centre
Fax: 0172-2606259/2614974 Tel : 011-4150 2301 – 02 Kolkata - 700 064
Fax : 011-4150 1924 Phone: 91-33-66140100
Western Region Headquarters Fax: 91-33-66140136
105, Kakad Chambers, 1st Floor CII-L M Thapar Centre for Email: [email protected]
132 Dr Annie Besant Road Competitiveness for SMEs
Worli, Mumbai - 400 018 C/O - Confederation of Indian Industry CII Triveni Water Institute
Tel: 022-24931790 Block No. 3, Dakshin Marg C-32, 1st Floor, Pankaj Singhvi Marg, Lalkothi Scheme,
Fax: 022-24945831/24939463 Sector 31-A, Chandigarh - 160030, India Near Vidhan Sabha, Jaipur - 302015 Rajasthan
Email :[email protected] Tel: +91-172-2607228, +91-172-2607228, Tel: +91 (141) - 5112350/60/70
2605868, 5080784 (D) Fax: +91 (141) 5112360
Eastern Region Headquarters Fax: +91-172-260259, 2614974
6, Netaji Subhas Road Email: [email protected] CII Jubilant Bhartia Food & Agriculture,
Kolkata - 700 001 Centre of Excellence (FACE)
Tel: 033-22307727/28/1434/ 22303354 CII-Naoroji Godrej Centre of Excellence India Habitat Centre,
Fax: 033-22301721/2231 2700 Gorej Station-side Colony Core 4A, 4th Floor, Lodi Road,
Email: [email protected] Opp Railway Station New Delhi – 110003
Vikhroli (East), Mumbai - 400 079 Phone : 2468 2230-35
Southern Region Headquarters Tel : 022-2574 5146 / 5148 Fax: 24682226
Prof C K Prahalad Centre Fax : 022-2574 3361 Email: [email protected]/[email protected]
98/1, Velachery Main Road Email :[email protected]
Guindy, Chennai - 600 032
Tel: 044-42444501/555
Fax: 044-42444510
30 Succeeding in the VUCA paradigm
EY offices
Ahmedabad Delhi NCR Kochi
2nd floor, Shivalik Ishaan Golf View Corporate Tower – B 9th Floor “ABAD Nucleus”
Near. C.N Vidhyalaya Ambawadi Sector 42, Sector Road NH-49, Maradu PO
Ahmedabad-380015 Gurgaon–122 002 Kochi - 682 304
Tel: +91 79 6608 3800 Tel: +91 124 464 4000 Tel: +91 484 304 4000
Fax: +91 79 6608 3900 Fax: +91 124 464 4050 Fax: +91 484 270 5393

Bengaluru 3rd & 6th Floor, Worldmark-1 Kolkata

12th & 13th floor IGI Airport Hospitality District 22, Camac Street
“U B City” Canberra Block Aerocity New Delhi-110037, India 3rd Floor, Block C”
No.24, Vittal Mallya Road Tel: +91 11 6671 8000 Kolkata-700 016
Bengaluru-560 001 Fax +91 11 6671 9999 Tel: +91 33 6615 3400
Tel: +91 80 4027 5000 Fax: +91 33 6615 3750
+91 80 6727 5000 4th & 5th Floor, Plot No 2B
Fax: +91 80 2210 6000 (12th floor) Tower 2, Sector 126 Mumbai
Fax: +91 80 2224 0695 (13th floor) NOIDA-201 304 14th Floor, The Ruby
Gautam Budh Nagar, U.P. India 29 Senapati Bapat Marg
1st Floor, Prestige Emerald Tel: +91 120 671 7000 Dadar (west)
No.4, Madras Bank Road Fax: +91 120 671 7171 Mumbai-400 028, India
Lavelle Road Junction Tel: +91 22 6192 0000
Bengaluru-560 001 India Hyderabad Fax: +91 22 6192 1000
Tel: +91 80 6727 5000 Oval Office
Fax: +91 80 2222 4112 18, iLabs Centre 5th Floor Block B-2
Hitech City, Madhapur Nirlon Knowledge Park
Chandigarh Hyderabad - 500081 Off. Western Express Highway
1st Floor SCO: 166-167 Tel: +91 40 6736 2000 Goregaon (E)
Sector 9-C, Madhya Marg Fax: +91 40 6736 2200 Mumbai-400 063, India
Chandigarh-160 009 Tel: +91 22 6192 0000
Tel: +91 172 671 7800 Jamshedpur Fax: +91 22 6192 3000
Fax: +91 172 671 7888 1st Floor, Shantiniketan Building,
Holding No. 1, SB Shop Area, Pune
Chennai Bistupur, Jamshedpur – 831001 C—401, 4th floor
Tidel Park 6th & 7th Floor Tel: 657 663 1000 Panchshil Tech Park
A Block (Module 601,701-702) Yerwada (Near Don Bosco School)
No.4, Rajiv Gandhi Salai Taramani Pune-411 006
Chennai-600113 Tel: +91 20 6603 6000
Tel: +91 44 6654 8100 Fax: +91 20 6601 5900
Fax: +91 44 2254 0120

Succeeding in the VUCA paradigm 31

Ernst & Young LLP
EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and
advisory services. The insights and quality services we
deliver help build trust and confidence in the capital
markets and in economies the world over. We develop
outstanding leaders who team to deliver on our promises
to all of our stakeholders. In so doing, we play a critical
role in building a better working world for our people, for
our clients and for our communities.

EY refers to the global organization, and may refer to

one or more, of the member firms of Ernst & Young
Global Limited, each of which is a separate legal entity.
Ernst & Young Global Limited, a UK company limited by
guarantee, does not provide services to clients. For more
information about our organization, please visit ey.com.
Ernst & Young LLP is one of the Indian client serving member firms of
EYGM Limited. For more information about our organization, please visit
www.ey.com/in.

Ernst & Young LLP is a Limited Liability Partnership, registered under the
Limited Liability Partnership Act, 2008 in India, having its registered office
at 22 Camac Street, 3rd Floor, Block C, Kolkata - 700016

© 2016 Ernst & Young LLP. Published in India.

All Rights Reserved.

EYIN1609-090
ED None

This publication contains information in summary form and is therefore

intended for general guidance only. It is not intended to be a substitute
for detailed research or the exercise of professional judgment. Neither
Ernst & Young LLP nor any other member of the global Ernst & Young
organization can accept any responsibility for loss occasioned to any
person acting or refraining from action as a result of any material in this
publication. On any specific matter, reference should be made to the
appropriate advisor.

JS

EY refers to the global organization, and/

or one or more of the independent member
firms of Ernst & Young Global Limited