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John. p kotter eight steps change model (article)

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John. p kotter eight steps change model (article)

  1. 1. Group Members Adnan Muhammad Azhar Presentation
  2. 2. John P.kotter Leading Change ( Why Transformation Efforts Fail)
  3. 3. Presentation Outline  Details  Transformation  Core Objective  Establish a sense of urgency  Forming a powerful guiding coalition Introduction and eight stages  Creating a vision  Communicating the vision  Empowering others to act on vision  Creating short- term wins  Combining improvements  Establish new approaches Conclusion
  4. 4. Details Topic : Leading Change (Why transformation efforts fail) Author : John P.Kotter Date :March1995 Published :New york Free Press
  5. 5. Transformation  Adoption to a more challenging market environment through fundamental reforms to business process.
  6. 6. Article Core Objective  Discussion of eight reasons why transformation efforts fail in organization and learn.  Some strategies for successful organization transformation are mentioned.
  7. 7. Eight Stages
  8. 8. Not establishing a Great Enough Sense of Urgency  Need for competitive situations.  Communicate information timely.  Percentage required to create change should be 75 % or greater.  Less percentage can produce problems.
  9. 9. Failure of 50 % Organizations in phase 1  Underestimating the need for motivating people.  Overestimating their success.  A lack of patience.  Demotivation effect due to downside possibilities.  Paralyzed senior management  The key is to have leaders who motivate and instill confidence
  10. 10. Creating a Powerful Enough Guiding Coalition  Leadership coalition necessary.  Head of organization should be active supporter.  Big companies require 20 to 50 members.  Working outside formal boundaries.  Senior managers form the core of group.  Offsite retreat or other tools used.
  11. 11. Not creating a powerful enough guiding coalition  No history of team work  Groups without strong line leadership  Efforts can progress a little but then opposition gets stronger.  Lack of conviction in the need for change process. Lot of plans and progress , but no vision
  12. 12. Lacking a Vision  Picture of future need to be developed.  Vision clarify the directions.  Vision should be easy to communicate.  Appealing to customers and stakeholders. .
  13. 13. Errors in Lacking a Vision  Lack of change can dissolve into confusing and incompatible projects.  If you cant communicate the vision to some one in five minutes or less signifies both understanding and interest
  14. 14. Under communicating the Vision  Credible communication  Use all existing communication channels.  Communication comes in both words and action.  Making employees belief.
  15. 15. Error in Under communicating the vision Three mistakes  Misbehavior of senior management  Speeches to selected group of employees.  Nothing undermines change more than behavior. “Molding behavior is the key”
  16. 16. Under communicating the vision  Treat person fairly if the blocker  Renewal also needed  Empower and credibility of change efforts Main problem  The main bosses who refused to change
  17. 17. Empowering others to act on Vision Employees are encouraged to apply new approaches. Obstacles for employees  Organization structure  Narrow job categories  Compensation and appraisal (self interest and vision)
  18. 18. Empowering the others to set a Vision  Initially no organization has the momentum to get rid of problems.  But tackle the big obstacles (blocker person).  Action is necessary.  To empower others and to maintain the credibility of the change effort as a whole.
  19. 19. Systematically Planning Short term wins Most people don’t continue the long journey unless  Compelling evidence for short term outcomes  Reward and planning system  Obtain clear performance improvements
  20. 20. Continued Short term commitments within first two years  Quality beginning  Higher customer satisfaction  Upward shift  Product introduction “Short term wins help to keep urgency level high”
  21. 21. Error Declaring Victory to Soon  Premature celebration kills momentum  Resistors quick to find any opportunity to stop the change.  New approaches takes time to get well settled in.
  22. 22. Declaring Victory to Soon  Go after system and structures that are not consistent with transformation.  Leaders know who is promoted and who is developed.  Introduction of reengineering projects.  Quantified the amount change the occur every year. “Celebrating a win is fine, declaring the war can be disastrous”
  23. 23. Anchoring the Changes in the Corporation Culture  When change seeps into the bloodstream of corporate culture  Previous behaviors are molded into change. Two factors in establishing a change  To show people, the effects of new approaches.  Next generation of top management personify the change
  24. 24. Conclusion  These eight mistakes are the big ones  Vision of change process can reduce the error rate.  Effective communication.  Short term achievement.  Constant appraisal and reward.

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