Changing

Changing

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• 2.
  Considering change
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  Industrial hangover feelings Variety is bad Experience matters most Bigger is better The business unit rules Change starts at the top Innovation is an exception
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  Enemies of change Politicaloligarchy, Inflexible resources, Core incompetence, Embedded orthodoxies or… The deaf, The arthritic, The inept, The blind
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  Eight steps totransforming your organisation, Kotter HBR 1995 1. Establishing a sense of urgency, examining market and competitive realities, identifying and discussing crises, potential crises or major opportunities 2. Forming a powerful guiding coalition, assembling a group with enough power to lead the change effort, encouraging the group to work together as a team 3. Creating a vision, creating a vision to help direct the change effort, developing strategies for achieving the vision 4. Communicating the vision, using every vehicle possible to communicate the new vision and strategies, teaching new behaviours by the example of the guiding coalition 5. Empowering others to act on the vision, getting rid of obstacles to change, changing systems of structures that seriously undermine the vision, encouraging risk taking and non-traditional ideas, activities and actions 6. Planning for and creating short-term wins, planning for visible performance improvements, creating those improvements, recognising and rewarding employees involved in those improvements 7. Consolidating improvements and producing still more change, using increased credibility to change systems, structures, and policies that don’t fit the vision. Hiring, promoting and developing employees who can implement the vision 8. Institutionalising new approaches, articulating the connections between the new behaviours and corporate success.
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  Point of view manifesto planning for coalition change choose targets co-opt and neutralise find a sponsor win small early and often
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  5. change 4. practise 3. learn 2. aware company consciousness ladder 1. unaware
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  Recruiting champions andtracking success It is useful to identify key players in each box and harness their energy or resolve their issues. To track progress and the baseline measures and targets should be included in team dashboards •I understand what need to do in my own job to support organisational aims and goals Bystanders Champions •I feel I play an important part in meeting our customers’ needs (know what they need to (know what they need to •I have the knowledge to do my job in a way that supports organisational goals do but lack commitment do and are committed to •I can see how my job performance affects my organisation’s success to organisational goals) delivering) •The people in my team/ work area know how we contribute to organisational goals •I have a clear sense of my organisation’s vision and direction for the future •I am committed to giving my best to help my organisation succeed Weak links Loose cannons •My organisation’s culture encourages me to work in innovative ways (switched off lack (committed to goals but •I believe in my organisation’s vision for the future understanding and lack the understanding commitment) necessary to deliver) •I have confidence in my organisation’s leadership •My views and participation are valued by my organisation If not already present, parameters should be included in the EMS survey. Plans should be made to augment this with a twice a year special questionnaire to measure progress.
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  Change masters Premier in their industry Widely admired by knowledgeable business people Made an indelible imprint on the world in which we live Had multiple generations of chief executives Been through multiple product or service life cycles Founded before 1950 3M, American Express, Boeing, Citicorp, Ford, GE, HP, IBM, J&J, Marriott, Motorola, Philip Morris, Procter & Gamble, Sony, Wal-Mart, Walt Disney
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  Key lessons Companies who ride change They have strong, positive values driven cultures They make a lasting commitment to learning and self-development They are continually adapting themselves based on feedback from internal and external environments They make strategic alliances with internal and external partners, customers and suppliers They are willing to take risks and experiment They have a balanced values based approach to measuring performance