3. 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
4. Enemies of change
Political oligarchy, Inflexible resources, Core incompetence, Embedded
orthodoxies or…
The deaf, The arthritic, The inept, The blind
5. Eight steps to transforming 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.
6. Point of
view
manifesto
planning for
coalition change
choose
targets
co-opt and
neutralise
find a
sponsor
win small
early and
often
8. Recruiting champions and tracking
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.
9. 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
10. 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
