Kotter change management

The magic of
KOTTER CHANGE MANAGEMENT
8 steps

By A.Tantawy || ESLSCA Global Business-04 1

Kotter Change Management
WHY CHANGE ?? The 8 magic steps

 W h e t h e r yo u ' r e c o n s i d e r i n g a s m a l l c h a n g e to o n e o r t wo p r o c e s s e s , o r a s y s te m
w i d e c h a n g e to a n o r g a n i z a t i o n , i t ' s c o m m o n to fe e l u n e a s y a n d i n t i m i d a te d by t h e
scale of the challenge.

 Yo u k n ow t h a t t h e c h a n g e n e e d s to h a p p e n , b u t yo u d o n ' t r e a l l y k n ow h ow to g o
a b o u t d o i n g d e l i ve r i n g i t . W h e r e d o yo u s t a r t ? W h o m d o yo u i nvo l v e ? H ow d o yo u
s e e i t t h ro u g h to t h e e n d ?


THE 8 STEPS The 8 magic steps

1. Increase urgency 6. Create short-term 7. Don't let up

2. Build the guiding
5. Empower action 8. Make change stick
team

4. Communicate for buy-
3. Get the vision right
in


STEP #1 Kotter Change Management
The 8 magic steps
CREATE URGENCY

 I t h e l p s i f t h e w h o l e c o m p a ny r e a l l y wa n t s i t . D ev e l o p a s e n s e o f u r g e n c y a r o u n d
t h e n e e d fo r c h a n g e . T h i s m ay h e l p yo u s p a r k t h e i n i t i a l m o t i va t i o n to g e t t h i n g s
m ov i n g .

 W h a t yo u c a n d o :
1. Identify potential threats, and develop scenarios showing what could happen in the
future.
2. Examine opportunities that should be, or could be, exploited.
3. Start honest discussions, and give dynamic and convincing reasons to get people
talking and thinking.
4. Request support from customers, outside stakeholders and industry people to
strengthen your argument.


The 8 magic steps
FORM A POWERFUL COALITION

 C o nv i n c e p e o p l e t h a t c h a n g e i s n e c e s s a r y. T h i s o f te n t a ke s s t r o n g l e a d e r s h i p a n d
v i s i b l e s u p p o r t f ro m key p e o p l e w i t h i n yo u r o r g a n i z a t i o n . M a n a g i n g c h a n g e i s n ' t
e n o u g h – yo u h ave to l e a d i t .

 O n c e fo r m e d , yo u r " c h a n g e c o a l i t i o n " n e e d s to wo r k a s a te a m , c o n t i n u i n g to b u i l d
u r g e n c y a n d m o m e n t u m a r o u n d t h e n e e d fo r c h a n g e .

1. Identify the true leaders in your organization.
2. Ask for an emotional commitment from these key people.
3. Work on team building within your change coalition.
4. Check your team for weak areas, and ensure that you have a good mix of people
from different departments and different levels within your company.


The 8 magic steps
CREATE A VISION FOR CHANGE

 W h e n yo u f i r s t s t a r t t h i n k i n g a b o u t c h a n g e , t h e r e w i l l p r o b a b l y b e m a ny g r e a t i d e a s
a n d s o l u t i o n s f l o a t i n g a ro u n d . L i n k t h e s e c o n c e p t s to a n ov e r a l l v i s i o n t h a t p e o p l e
c a n g r a s p e a s i l y a n d r e m e m b e r.

 Determine the values that are central to the change.
 Develop a short summary (one or two sentences) that captures what you "see" as the
future of your organization.
 Create a strategy to execute that vision.
 Ensure that your change coalition can describe the vision in five minutes or less.
 Practice your "vision speech" often.


The 8 magic steps
COMMUNI CATE THE VISION

 W h a t yo u d o w i t h yo u r v i s i o n a f te r yo u c r e a te i t w i l l d e te r m i n e yo u r s u c c e s s . Yo u r
m e s s a g e w i l l p ro b a b l y h ave s t r o n g c o m p e t i t i o n f r o m o t h e r d ay - to - d ay
c o m m u n i c a t i o n s w i t h i n t h e c o m p a ny, s o yo u n e e d to c o m m u n i c a te i t f r e q u e n t l y a n d
p owe r f u l l y, a n d e m b e d i t w i t h i n ev e r y t h i n g t h a t yo u d o .

 Talk often about your change vision.
 Openly and honestly address peoples' concerns and anxieties.
 Apply your vision to all aspects of operations – from training to performance reviews.
Tie everything back to the vision.
 Lead by example.


The 8 magic steps
REMOVE OBSTACLES

 I f yo u fo l l ow t h e s e s te p s a n d r e a c h t h i s p o i n t i n t h e c h a n g e p r o c e s s , yo u ' v e b e e n
t a l k i n g a b o u t yo u r v i s i o n a n d b u i l d i n g b u y - i n f r o m a l l l ev e l s o f t h e o r g a n i z a t i o n .
H o p e f u l l y, yo u r s t a f f wa n t s to g e t b u s y a n d a c h i ev e t h e b e n e f i t s t h a t yo u ' v e b e e n
p ro m o t i n g .

 P u t i n p l a c e t h e s t r u c t u r e fo r c h a n g e , a n d c o n t i n u a l l y c h e c k fo r b a r r i e r s to i t .
Re m ov i n g o b s t a c l e s c a n e m p ow e r t h e p e o p l e yo u n e e d to exe c u te yo u r v i s i o n , a n d i t
c a n h e l p t h e c h a n g e m ove fo r wa r d .

 Identify, or hire, change leaders whose main roles are to deliver the change.
 Look at your organizational structure, job descriptions, and performance and
compensation systems to ensure they're in line with your vision.
 Recognize and reward people for making change happen.
 Identify people who are resisting the change, and help them see what's needed.
 Take action to quickly remove barriers (human or otherwise).


The 8 magic steps
CREATE SHORT-TE RM WINS

 N o t h i n g m o t i va te s m o r e t h a n s u c c e s s . G i v e yo u r c o m p a ny a t a s te o f v i c to r y e a r l y i n
t h e c h a n g e p ro c e s s . W i t h i n a s h o r t t i m e f r a m e ( t h i s c o u l d b e a m o n t h o r a ye a r,
d e p e n d i n g o n t h e t y p e o f c h a n g e ) , yo u ' l l wa n t to h av e r e s u l t s t h a t yo u r s t a f f c a n
s e e . W i t h o u t t h i s , c r i t i c s a n d n e g a t i v e t h i n ke r s m i g h t h u r t yo u r p r o g r e s s .

 Look for sure-fire projects that you can implement without help from any strong critics
of the change.
 Don't choose early targets that are expensive. You want to be able to justify the
investment in each project.
 Thoroughly analyze the potential pros and cons of your targets. If you don't succeed
with an early goal, it can hurt your entire change initiative.
 Reward the people who help you meet the targets.


The 8 magic steps
BUILD ON THE CHANGE

 Ko t te r a r g u e s t h a t m a ny c h a n g e p r o j e c t s f a i l b e c a u s e v i c to r y i s d e c l a r e d to o e a r l y.
Re a l c h a n g e r u n s d e e p . Q u i c k w i n s a r e o n l y t h e b e g i n n i n g o f w h a t n e e d s to b e d o n e
to a c h i eve l o n g - te r m c h a n g e .

 E a c h s u c c e s s p rov i d e s a n o p p o r t u n i t y to b u i l d o n w h a t w e n t r i g h t a n d i d e n t i f y w h a t
yo u c a n i m p rove .

 After every win, analyze what went right and what needs improving.
 Set goals to continue building on the momentum you've achieved.
 Learn about kaizen, the idea of continuous improvement.
 Keep ideas fresh by bringing in new change agents and leaders for your change
coalition.


STEP #8
ANCHOR THE CHANGES IN The 8 magic steps
CORP ORATE CULTURE

 F i n a l l y, to m a ke a ny c h a n g e s t i c k , i t s h o u l d b e c o m e p a r t o f t h e c o r e o f yo u r
o r g a n i z a t i o n . Yo u r c o rp o r a te c u l t u r e o f te n d e te r m i n e s w h a t g e t s d o n e , s o t h e va l u e s
b e h i n d yo u r v i s i o n m u s t s h ow i n d ay - to - d ay wo r k .

 Talk about progress every chance you get. Tell success stories about the change
process, and repeat other stories that you hear.
 Include the change ideals and values when hiring and training new staff.
 Publicly recognize key members of your original change coalition, and make sure the
rest of the staff – new and old – remembers their contributions.
 Create plans to replace key leaders of change as they move on. This will help ensure
that their legacy is not lost or forgotten


A B D E L R H M A N TA N TAW Y
E G . L I N K E D I N . C O M / I N / A X TA N TAW Y Thanks


Kotter change management

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