#TCUK13 - Stefan Gentz - Leading the Change

CHANGETHE
LEADING
by Stefan Gentz, tracom.de @stefangentz
TCUK 2013 • 25 September, 2013 • Bristol, UK • #TCUK13
Leading the Change
Bristol, Marriott City Centre
| 25 September 2013
www.tracom.de • @stefangentz • facebook.com/stefan.gentz

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@stefangentz
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Stefan Gentz
www.tracom.de • @stefangentz • fb.com/stefan.gentz

Let's make this even trending!
#TCUK13 “Your voice
matters!” #change
@stefangentz

Change?

Heraclitus (535 BC – 475 BC)
»The only constant is change.«

Charles Darwin
»The fittest win because they succeed in adapting
themselves best to their environment.«

»We are the ones we have been waiting for.«
Barack Obama (*1961)
»Change will not come, if we wait
for some other person.
Or if we wait for some other time.
We are the ones we have been
waiting for.«

Mahatma Ghandi (Mahatma Gandhi)
»Be the change you want to see in the world«

Steve Jobs (1955–2011)
»Innovation distinguishes leaders and followers«

iPhone 4 (2010–2011)
»This changes everything.
Again.«

Can we change people?

»I haven't the slightest idea
how to change people.

David Sedaris, American Writer (1956)

»I haven't the slightest idea
how to change people.
But I still keep a long list
of prospective candidates
just in case I should ever
figure it out.«
David Sedaris, American Writer (1956)

Now, what is Change Management?

»Organizing for successful change management«, McKinsey Global Survey
A Transformation …
»A transformation is a coordinated program, that typically involves
fundamental changes to the organization’s strategy, structures,
operating systems, capabilities, and culture.«

Uhm … WHAT?

A Coordinated Program …
»A transformation is a
coordinated program,
that typically involves
fundamental changes
to the organization's
strategy, structures,
operating systems,
capabilities, and culture.«

But what
triggers
change?

The 5 Triggers

Groups5
Minutes5
Answers5
Name 5 Triggers for Change in Organizations

Group Answers

McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5

25 %
Catching up to rival companies
»Organizing for successful change management«, McKinsey Global Survey, 2006

25 %
27 %
Completing or integrating a merger

25 %
27 %
27 %
Turning around a crisis situation

25 %
27 %
27 %
Turning around a crisis situation
50 %
Turning good into great performance

»What do you think was the top one trigger for
initiating a Change Project?«

56%
Reducing costs

Macroeconomic Backup

(Back to sleep. It's getting boring now.)
Macroeconomic Backup

Economic and Social Forces Driving the Need
for Major Change in Organizations

Technological
Change
1. Faster and better transportation
2. Faster and better communication
3. More information networks
connecting people globally

Technological
Change
International
Economy
1. Fewer tariffs (GATT)
2. Currencies linked via floating
exchange rates
3. More global capital flows

Technological
Change
International
Economy
Maturation
of Markets
1. Slower domestic growth
2. More aggressive exporters
3. More deregulation

Technological
Change
International
Economy
Political
Change
Maturation
of Markets
1. More countries linked to the
capitalist system
2. More privatization

Technological
Change
International
Economy
Political
Change
Maturation
of Markets
Globalization of
Markets and
Competition

Technological
Change
International
Economy
Political
Change
Maturation
of Markets
More
Hazards
Globalization of
Markets and
Competition
1. More competition
2. Increased speed

Technological
Change
International
Economy
Political
Change
Maturation
of Markets
More
Hazards
More
Opportunities
Globalization of
Markets and
Competition
1. Bigger markets
2. Fewer barriers

Technological
Change
International
Economy
Political
Change
Maturation
of Markets
More
Hazards
More
Opportunities
Globalization of
Markets and
Competition
More Large-Scale
Change in
Organizations
• Re-Engineering
• Restructuring
• Quality programs
• Mergers and acquisitions
• Strategic change
• Cultural change

Ding Dong! Wake up!

Why is Change so difficult?

»Where is the North Pole?«

Top 8 Errors in Change Projects

Kotter, Kostka, Münch et al.
Allowing too much complacency1

No guiding coalition2

Underestimate the power of vision3

Undercommunicating the vision4

Permitting obstacles to block the new vision5

Failing to create short-term wins6

Declaring victory too soon7

Declaring victory too soon7
Anchor Changes in Corporate Culture fails8

Make it a success story

PhotocourtesybyScottAremanPhotographywithpermissionofKotterInternational
Prof. John Paul Kotter, Harvard Business School (*1947)
Prof. John Kotter's 8 Stages

Establish a Sense of Urgency1

Create the Guiding Coalition2

Develop Change Vision Strategy3

Communicate the Change Vision4

Empower Employees for Action5

Generate Short-Term Wins6

Institutionalize Change7

Create a new Culture8
Institutionalize Change7

What blocks your
Change Project?

Bertrand Piccard – Circumnavigated the
world in 19 days in a Hot Air Balloon
Bertrand Piccard (@bertrandpiccard)

How does a hot air bolloon climb?

»You need to drop ballast to climb.«
Bertrand Piccard (@bertrandpiccard)

Make it a
coordinated
program …

Why is your change project urgent?1
Name at least three allies for your project.2
What is your vision? What is your strategy?3
Write down a Communication Strategy.4
Name the ressources for the project.5
Specify at least three success gates.6
Name steps to anchor the change.7
Will your changes change Corporate Culture?8

Change Management is not Crisis Management
»Standing at the tomb your missing time and ressources for change.«

Change Management is not Crisis Management
(but can be part of it)
@StefanGentz, 2012
»Standing at the tomb your missing time and ressources for change.«

Final Quote:

»Culture eats Strategy for Lunch.«
Curt W. Coffman Dr. Kathleen Sorensen

That's it.

Did you tweet?
#TCUK13 “Your voice
matters!” #change
@stefangentz

»Thank you for your attention.
Now go, and search the North Pole.«

#TCUK13 - Stefan Gentz - Leading the Change

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