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Leading Change

Why transformation effort fail


JOHN P. KOTTER

Presented By-
JOHN P. KOTTER
Change is the new normal in the 21st century
Effective managers identify barriers to change and design and
implement strategies to remove them.
You can do it – there are many success stories of strategic change!

Change
Objective
To discuss eight reasons why
transformation efforts fail in
organizations and to learn some
strategies for successful
organization transformation.
8 Step Process
Error #1: Not establishing a great enough sense of
urgency
This first error accounts for “Over 50%” of change effort failures.
Organizations need to –
• Continue to examine the market and look for competitive
advantage.
• Have a forward thinking employees.

Organizations can further improve their chances of success here


by creating a sense of urgency out of a crisis or poor
performance in the marketplace.
However, even if the conditions are right for a change, it still
takes the right leadership.
Error #2: Not Creating a Powerful Enough Guiding
Coalition
• Without enough people supporting the change at all levels of the
organization, chances of success approach is zero. Over time, a change
effort should see an increase in support for the change - and not the
opposition.
Error #3: Lacking a Vision
• There’s already so much inertia within organizations that it’s
vital to communicate the change in a clear, understandable,
and persuasive way.
• A useful rule of thumb: If you can’t communicate the vision to
someone in five minutes or less and get a reaction that
signifies both understanding and interest, you are not yet
done with this phase of the transformation process.
Error #4: Under communicating the Vision by a
Factor of Ten
• If you aren’t absolutely sick of communicating the same
message over and over again, you probably aren’t
communicating enough. A few emails and town hall meetings
just won’t cut it.
• When communicating, think - 
message, medium, frequency, and behaviours.
• Communication comes in both words and deeds, and the
latter are often the most powerful form. Nothing undermines
change more than behaviour by important individuals that is
inconsistent with their words.
Error #5: Not Removing Obstacles to the New
Vision
• Communications are never enough by itself.
• Getting rid of obstacles to change.
• Changing systems or structures that seriously undermine the
vision.
• Eencouraging risk taking and non traditional ideas activities
and actions.
• Empowering others to act the vision.
Error #6: Not systematically planning
short term wins

• Planning for visible performance


improvements
• Creating those improvements
• Recognizing and rewarding
employees in improvements
• Planning and creating short term
wins
Error #7: Declaring victory too soon

• Celebrating a wins is good, declaring it can be


catastrophic
• Long process until changes sink deeply
• Problems starts early in the process
• Premature victory celebration that kills momentum
• Combo of change initiator and resistors that creates
premature victory celebration
• Leaders of successful efforts use the credibility
afforded by short term wins to tackle even bigger
problem
Error #8: Not Anchoring changes in the
corporations culture

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