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Leading change

  1. 1. LEADING CHANGE Why Transformation Efforts Fail? By John P Kotter Harvard Business Review March-April 1995
  2. 2. We know that the change needs to happen, but we don’t really know how to go about doing delivering it. Where to start? Whom do you involve? How do you see it through to the end? 2
  3. 3. John P Kotter “ A professor at Harvard Business School and world renowned change expert, Kotter introduced his eight- step change process in his 1995 book, “Leading Change”” 3
  4. 4. Error #1 : Not Establishing a Great Sense of Urgency Looking into company’s competitive / market position, tech trends, financials Identifying and discussing crisis, potential crisis or major opportunities • Underestimating how hard it can be to drive people out of their comfort zone • Grossly overestimating how successful they have already been in increasing urgency • Lack of patience 4
  5. 5. “Change to be successful, 75% of a company’s management needs to “buy into” the change; in other words, you have to work hard on.” “If you act without preparation you could be in for a very bumpy ride” 5
  6. 6. Error #2 : Not Creating a Powerful Coalition  Assembling a group with enough power to lead the effort  Encouraging the group to work as a team  Can be as small as 3-5 individuals, work as a team 6
  7. 7. Error #3 : Lacking a Vision • Series of discussion : better vision emerges • No sensible vision – transformation effort dissolves • Complicated or blurry to be useful 7
  8. 8. Error #4 : Undercommunicating the vision • 3 patterns with respect to the communication •Single Communication Transformation Vision • Speeches to the employees Head of the Organization • Behaves in ways that are antithetical Senior Executives • Transformation is impossible unless people are willing to help • Challenge : If short term sacrifices including job loss • “Walk the Talk” 8
  9. 9. Error #5 : Not Removing Obstacles to the New Vision • Communications is never enough by itself • Getting rid of obstacles to change • Changing systems or structures that seriously undermine the vision • Encouraging risk taking and non traditional ideas activities and actions • Empowering others to act on the vision 9
  10. 10. Error #6 : Not Systematically Planning for, and Creating Short-Term Wins  Planning for visible performance improvements  Creating those improvements  Recognizing and rewarding employees involved in the improvements  Planning and creating short term wins 10
  11. 11. Error #7 : Declaring Victory Too Soon • Celebrating a win 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 initiators and resistors that creates premature victory celebration • Leaders of successful efforts use the credibility afforded by short term wins to tackle even bigger problems 11
  12. 12. Error #8 : Not Anchoring Changes in the Corporation's Culture Conscious Attempt to show people how the new approaches, behaviours, attitudes have helped improve the performance Taking sufficient time to make sure that the next generation management really does personify the new approach. 12
  13. 13. 1 7 5 3 13
  14. 14. Presented By Divya Liz George Srushti M Rao Genevieve Dias Pearl Vas Nelson J

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