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What kinds of changes are there?

Personal Corporate National Global Universal

What changes are you facing?

Regulations? Global Investment? International Political Instability? Health Care for Citizens and Employees? Unemployment? Unchecked urban growth?

How do you manage change?

As a project? As a timeline? As something a small group of people do? Involving as few people as possible because the rest wouldnt know what to do? Changing and waiting for the next change?

Leading Change
John P. Kotter
The rate of change is not going to slow Down anytime soon. If anything, competition In most industries will probably speed up Even more in the next few decades.

Introduction of the Author

John Paul Kotter (born 1947) is a professor at the Harvard Business School and author, who is regarded as an authority on leadership and change. In particular, he discussed how the best organizations actually "do" change. Kotter is the author of 15 books, and his books are in the top 1% of sales from Amazon.com.His international bestseller Leading Change, outlined an actionable, 8-step process for implementing successful transformations .
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Creating Major Change

The 8 Stage Process of Creating Major Change

1. Establishing a Sense of Urgency 2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture
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Creating Major Change

1. Establishing a Sense of Urgency
Examining the market & competitive realities Identifying & discussing crisis, potential crisis, major opportunities

Concepts: Create a crisis: highlight major weaknesses, allow errors to compound Eliminate obvious examples of excess (company facilities, services, etc Set goals & targets unrealistically high Distribute company-wide performance data highlighting deficiencies to more employees Force interaction with unsatisfied customers, suppliers, shareholders. Use consultants to force more relevant & honest appraisals Bombard people with information on future opportunities, rewards for capitalize on those opportunities, & potential lost opportunities. 8

Creating Major Change

2. Creating a Guiding Coalition Putting together a group with enough power to lead the change Getting the group to work together like a team

4 Key Characteristics of Guiding Coalition:

Positional Power: Are enough key players on board, especially the main line managers, so those left out can not easily block progress? Expertise: Are the various points of view, relevant to the tasks at hand, adequately represented so that informed, intelligent decisions can be made? Credibility: Does the group have enough people, with good reputations, that its pronouncements will be taken serious by the other employees? Leadership: Does the group include enough proven leaders to be able to drive the change process?
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Creating Major Change

3. Developing a Vision & Strategy Creating a vision to help direct the change effort
Developing strategies for achieving that vision

Characteristics of an Effective Vision

Imaginable: Conveys a picture of what the future will look like Desirable: Appeals to the long-term interests of employees, customers, stakeholders. Feasible: Comprises realistic, attainable goals Focused: Is clear enough to provide guidance in decision making Flexible: Is it general enough to allow individual initiative & alternative responses in light of changing condition. Communicable: Is easy to communicate, can be successfully explained within 5 minutes.
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Creating Major Change

Using every vehicle possible to constantly communicate the new vision & strategies Having the guiding coalition role model the behavior expected of employees

4.Communicating the Change Vision

Key elements in communicating the vision: Simplicity. All jargon must be eliminated. Metaphor & Example. A verbal picture is worth a thousand words. Multiple Forums. Big meetings & small, memos, newspapers, formal and informal meetings. Repetition. Ideas sink in only after they have been heard many times Leadership by Example. Behavior by important people that is inconsistent with the vision overwhelms other forms of communication. Explanation of Seeming Inconsistency. Unaddressed inconsistencies undermine the credibility of all communications. Give & Take. Two way communication is always more powerful and one-way communication.
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Creating Major Change

5. Empowering Broad-Based Action Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging risk taking & non-traditional ideas, activities & actions

Empowering People to Effect Change Communicate a sensible vision to employees. Make sure structures are compatible with the vision. Provide the training employees need. Align information and personnel systems to the vision. Confront supervisors who undercut needed change.

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Creating Major Change

6. Generating Short-Term Wins Planning for visible improvements in performance, or wins Creating those wins Visibly recognizing & rewarding people who made the win possible

1. 2. 3. 4. 5. 6.

Provides evidence that sacrifices are worth it. Reward change agents. Helps fine-tune vision & strategies. Undermine cynics and self-serving registers. Keep bosses on board. Build Momentum.

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Creating Major Change

Using increased credibility to change all systems, structures & policies that dont fit together and dont fit the transformation strategy Hiring, promoting, & developing people who can implement the change vision Reinvigorating the process with new projects, themes & change agents

7. Consolidating Gains & Producing More Change

More change, not less. The guiding coalition uses the credibility afforded by the short-term wins to tackle additional and bigger change projects More Help. Additional people are brought in, promoted and developed to help with all the changes Leadership from Senior Management. Senior people focus on maintaining clarity of shared purpose, keeping urgency levels up. People management & leadership from below. Lower ranks in the hierarchy provide both leadership & management for specific projects. Reduction of unnecessary interdependencies. To make change easier in both short/long-term, managers identify and eliminate unnecessary organizational interdependencies.

Note: Resistance is always waiting to reassert itself!

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Creating Major Change

Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management Articulating the connections between new behavior & organizational success Developing means to ensure leadership development & succession

8. Anchoring New Approaches in the Culture

Concepts:

Culture changes come last, not first. Most alteration in norms & shared values come at the end of the transformation process Results matter. New approaches usually sink into a culture only after it is very clear that they work and are superior to the old methods. Requires a lot of talk. Without verbal instruction and support, people are reluctant to admit the validity of new practices. May involve turnover. Sometime the only way to change a culture is to change key people. Makes decision on succession crucial. If promotion processes are not changed to be compatible with the new practices, the old culture will reassert itself
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