Critically review the attached ASDA case entitled “Cracking the Code of Change” and
individually, analyze, discuss, and present it. Analyse the case according to the concepts introduced in the material attached (Theories and Strategies of Change)
Change – a measureable, physical difference.
Transformation - an extreme, radical change that orients an organized body in a new direction and takes it to an entirely different function.
The document summarizes three basic leadership styles described in the book "The Big 3 Management Styles" by Paul B. Thornton: directing, discussing, and delegating. The directing style involves managers telling employees what to do, how to do it, and when to complete it. The discussing style involves managers asking questions to solicit employee ideas and opinions. The delegating style involves managers assigning tasks to employees and giving them authority to make decisions to complete the work.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
This document discusses organizational development (OD) by defining it, outlining its evolution and characteristics, and describing common OD interventions. It defines OD as planned efforts to increase organizational effectiveness through behavioral science interventions. Key figures who advanced OD include Blake and Mouton, Shepard, McGregor, and Beckhard. Common interventions discussed include action research, sensitivity training, surveys, and socio-technical methods. Generations of OD moved from individual to larger scale interventions focused on leadership, transformation, and learning organizations.
This document discusses eight common reasons why organizational transformation efforts often fail. It describes each error, including not establishing a sense of urgency, not creating a powerful guiding coalition, lacking a clear vision, undercommunicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring changes in the organization's culture. The author is John P. Kotter, a professor at Harvard Business School, who draws on his research to analyze why so many change efforts fail and how to achieve successful transformations.
This document discusses leadership traits, personality, attitudes, ethics, and moral development. It covers several theories on traits of effective leaders, the Big Five personality model, achievement motivation theory, and how attitudes can influence leadership styles. It also explores the three levels of moral development and approaches to ethical leadership, including considering stakeholders and justifying decisions in an ethical manner. The key aspects covered are traits and personality in leadership, theories on motivation and attitudes, and developing ethical leadership skills.
This document discusses transformational leadership, which involves leaders who motivate and challenge followers to perform beyond expectations. Transformational leaders create contexts that maximize human and organizational capabilities through facilitating multiple levels of transformation and aligning people with shared values and purpose. They are charismatic and visionary, bring out the best in followers and develop them as leaders. Studies show transformational leaders have more satisfied followers and effective work groups, and followers experience less stress.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Excellent leaders know how to apply structural principles to their particular situation and find a best structural fit. So, this lecture will help you achieve course objective number three: "Articulate various principles related to identifying organizational behavior." After completing the video, you should be able to identify the principle that will affect structural choices and this in turn will affect the behavior of your organization.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
Employee empowerment involves giving employees autonomy and responsibility for decision-making in their tasks. It allows decisions to be made at all levels of the organization and gives employees control over their own destiny. Empowerment is a process that requires employers to create an environment where employees can take opportunities. It involves sharing visions and goals, trusting employees, delegating meaningful work, providing feedback, and increasing employee commitment, productivity, and responsiveness. However, empowerment can also lead to decreased productivity if not implemented properly.
Transformational leadership, its components and advantages and disadvantagesNaheed Mir
Transformational leadership motivates and inspires employees to achieve organizational goals. It involves setting a moral example, building a positive culture, empowering employees to make decisions, and mentoring them. A transformational leader encourages motivation, exemplifies ethical values, fosters open communication, and helps employees develop their skills for the greater good of the organization. While effective for enabling change, transformational leadership requires an existing structure and may not be suitable for all situations.
Carlos Ghosn faced several challenges when he took over as CEO of Nissan, including a falling market share, 20 billion in debt, and siloed business units. He implemented a revival strategy that included cost reductions, restructuring management around clear key performance indicators, leveraging the marketing team for better intelligence, and optimizing the strategic alliance with Renault. Ghosn also changed Nissan's consensus-driven culture to be more achievement-oriented, implemented performance-based appraisals, and encouraged open communication to address issues with the pre-existing inertia at Nissan.
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Special leadership & management challenges in the 21st centuryRami Naif
This presentation may contribute to additional knowledge of the possible leadership and management challenges for nurses in the 21st century..
its public... and downloadable..!!! Enjoy!
The document defines charismatic leadership and compares it to transformational leadership. It states that charismatic leadership involves a leader who gathers followers through personality and charm rather than formal authority. Key qualities of charismatic leaders are vision, speech abilities, high principles, emotional sensitivity, and personality. Charismatic leadership can drive change but relies heavily on the leader and may lack clarity or misarticulate goals. Transformational leadership differs in that it inspires change through a shared vision and encourages teamwork and commitment to shared goals rather than dependency on the leader.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
This document discusses approaches to improving change management success rates. It begins by noting that change is constant but change management failure rates remain high, despite decades of advice. It argues that a systematic, disciplined approach is needed. The document then outlines elements of an integrated change management approach called the "Change Delta", including:
- Executional certainty, which provides transparency into progress and issues to enable course corrections.
- Enabled leaders who own the change vision and speak with one voice, having the tools and training to manage change.
- An engaged organization where employees at all levels understand and can manage change.
- Governance, program management, and a program management office that provide structure, accountability and information
The document provides advice on both success and failure in organization design.
For success, it recommends focusing first on long-term strategic aspirations rather than immediate problems. It also advises taking time to accurately survey the current organizational state and being structured in selecting the right new design based on criteria linked to strategy.
For failure, it lists factors such as a lack of a clear case for change, lack of senior team alignment behind the redesign, leaders abdicating responsibility for driving the process, insufficient focus on co-creating the new design with employees, communicating the changes without real engagement, and inadequate focus on shaping the necessary culture change.
Long-term organizational transformations require addressing change at the individual employee level. Successful change starts with leadership committing to the change from day one and modeling the desired behaviors. Real change happens when responsibility is pushed down through the organization to line managers and individual contributors. Leaders must confront reality, demonstrate faith in the organization's future, and craft a compelling vision to guide behavior during the transformation.
The document discusses the challenges senior executives face when leading large-scale organizational transformations. It notes that while executives typically focus on strategic and tactical plans, successfully implementing change also requires understanding an organization's culture, values, people and behaviors. The document then provides a 10-point framework for change management, emphasizing the importance of addressing the human aspects of change systematically and involving people at all levels of the organization.
The document discusses how most transformation programs in consumer goods and retail fail due to common pitfalls like lack of employee engagement and accountability. It argues that successful transformations require not just determining initiatives ("what to do") but establishing a "performance infrastructure" to ensure execution and sustainability ("how to do it"). This infrastructure includes appointing a chief transformation officer to lead a transformation office that governs progress, implementing regular meetings to track progress, and using common tools to measure results. The article provides an example of a consumer products company that was able to significantly improve its financial performance through establishing such a performance infrastructure to oversee its transformation efforts.
The document discusses the importance of maintaining an entrepreneurial mindset as a company grows. It contrasts the mindset of an entrepreneur with that of a manager, noting that entrepreneurs perceive opportunities and believe they can succeed, whereas managers are more focused on analyzing data and maintaining the status quo. The document also discusses how entrepreneurs can build adaptive organizations by sharing their vision, increasing perceptions of opportunity, and rewarding innovation. It emphasizes the challenges of transitioning from an entrepreneurial to managerial style of leadership during growth stages.
The document discusses transformation profiles for companies undergoing business transformations. It identifies three key dimensions - will, skill, and urgency - that determine the optimal approach for a transformation based on where a company falls along each dimension. Eight transformation profiles are defined based on combinations of high or low will, skill, and urgency. Understanding the starting profile allows a company to design a transformation approach tailored to its specific needs and circumstances. Two examples are given of companies with different profiles that required different initial transformation focuses and sequencing of activities to successfully drive change.
This document discusses the challenges of managing employee engagement during a merger or acquisition. It notes that sensitivity to employee morale is a top challenge, as employees struggle with ambiguity in roles and accountability during organizational changes. The document advocates for a comprehensive change management solution to address these issues. It recommends tailored training for executives, managers, and employees to build resilience and engagement during transitions. The goal is to retain talent and maintain productivity through organizational transformations.
This document discusses organizational design and factors that contribute to success and failure. It defines organizational design as identifying dysfunctional workflows and realigning structures to fit business goals and implement changes. Success results from improved communication, productivity and innovation through an effective design. Failure can occur due to lack of a clear case for change, poor senior team alignment, leaders abdicating responsibility, insufficient co-creation in design, ineffective communication that does not engage employees, and inadequate focus on shifting organizational culture.
The document discusses leading change versus managing change. It notes that while change management focuses on keeping change efforts under control, change leadership is about driving large-scale transformation through establishing a sense of urgency, developing a vision, empowering broad-based action, generating short-term wins, and incorporating changes into the culture. Effective change leadership requires strategy, governance, seamless execution, and emphasizing dialogue to make the process relevant and the changes doable. Leaders must own the change themselves through putting skin in the game, working closely with employees, and embracing change as part of their role.
The document discusses the Circles Method, a 7-step problem solving framework that helps project managers respond to design questions. The steps include comprehending the situation, identifying customers, reporting customer needs, prioritizing, listing solutions, evaluating tradeoffs, and summarizing recommendations. The method focuses project managers on users, communicating why products are being built, and prioritizing features, feedback, and roadmaps. It encourages asking questions to fully understand needs before rushing to solutions.
1) Organizational change management involves understanding challenges to change, assessing an organization's current readiness, and implementing effective change strategies. This allows organizations to adapt to new technologies and business processes.
2) Key challenges to change include impacts to organizational structure, culture, business processes, and resistance to projects. Assessing readiness involves determining the current state and identifying barriers.
3) Readiness is critical to the success of initiatives like ERP implementations. Understanding challenges and conducting frank assessments allows for effective change management planning.
SUCCESS & FAILURE OF ORGANIZATION DESIGNAkshiAkshara
The document discusses success and failure of organizational design. For success, it identifies clear performance focus, a winning strategy, compelling need for change, specific change criteria, distinguishing decision-driven from behavior changes, structure/system requirements, mobilized groups, and tight integration of initiatives. Failure can result from unclear objectives, structuring for personnel, excessive disruption, side agreements outside the process, skipping assessments, breaking confidentiality, and bypassing change management plans. Overall, the key is having a well-defined process to achieve strategic goals through organizational changes.
Business Performance Improvement in the Future of WorkDalia Katan
The document discusses nine practices that can help frontline workgroups accelerate performance improvement in three key ways:
1) The practices are meant to provoke workgroups to think differently, propel them to take action, and pull them together for shared outcomes.
2) The practices focus on cultivating learning embodied in action through experimentation and reflection, rather than just sharing existing knowledge.
3) When implemented as a "bundle", the practices are meant to reinforce each other to help workgroups learn faster and have more impact on key performance metrics.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
292018 Getting organizational redesign right McKinsey & Co.docxtamicawaysmith
2/9/2018 Getting organizational redesign right | McKinsey & Company
https://www.mckinsey.com/business-functions/organization/our-insights/getting-organizational-redesign-right 1/12
Article
June 2015
McKinsey Quarterly
Getting organizational redesign right
By Steven Aronowitz, Aaron De Smet, and Deirdre McGinty
“I
Companies will better integrate their people, processes, and
structures by following nine golden rules.
f at first you don’t succeed, try, try, try again.” If W. E. Hickson, the British
author known for popularizing that familiar proverb in the mid-19th century,
were alive today, he might easily be applying it (disparagingly) to the efforts of modern
corporations to redesign their organizations.
Recent McKinsey research surveying a large set of global executives suggests that many
companies, these days, are in a nearly permanent state of organizational flux. Almost 60
percent of the respondents, for example, told us they had experienced a redesign within
the past two years, and an additional 25 percent said they experienced a redesign three or
more years ago. A generation or two back, most executives might have experienced some
sort of organizational upheaval just a few times over the course of their careers.
One plausible explanation for this new flurry of activity is the accelerating pace of
strategic change driven by the disruption of industries. As a result, every time a company
switches direction, it alters the organization to deliver the hoped-for results. Rather than
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Organization
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2/9/2018 Getting organizational redesign right | McKinsey & Company
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small, incremental tweaks of the kind that might have been appropriate in the past,
today’s organizations often need regular shake-ups of the Big Bang variety.
Frustratingly, it also appears that the frequency of organizational redesign reflects a high
level of disappointment with the outcome. According to McKinsey’s research, less than a
quarter of organizational-redesign efforts succeed. Forty-four percent run out of steam
after getting under way, while a third fail to meet objectives or improve performance after
implementation.
The good news is that companies can do better—much better. In this article, we’ll
describe what we learned when we compared successful and unsuccessful organiza ...
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
The document summarizes an article that analyzes why most change programs do not produce actual organizational change. It outlines some common mistakes made in change efforts, such as focusing on formal structures and systems or assuming that individual attitude changes will lead to organizational change. Successful change instead starts with "task alignment" at the periphery of an organization by creating ad hoc teams to solve specific problems. This approach develops commitment, coordination, and competence through a six-step process and allows change to spread organically through the organization.
Similar to Critically review the attached ASDA case entitled “Cracking the Code of Change (20)
Beyond the Advance Presentation for By the Book 9John Rodzvilla
In June 2020, L.L. McKinney, a Black author of young adult novels, began the #publishingpaidme hashtag to create a discussion on how the publishing industry treats Black authors: “what they’re paid. What the marketing is. How the books are treated. How one Black book not reaching its parameters casts a shadow on all Black books and all Black authors, and that’s not the same for our white counterparts.” (Grady 2020) McKinney’s call resulted in an online discussion across 65,000 tweets between authors of all races and the creation of a Google spreadsheet that collected information on over 2,000 titles.
While the conversation was originally meant to discuss the ethical value of book publishing, it became an economic assessment by authors of how publishers treated authors of color and women authors without a full analysis of the data collected. This paper would present the data collected from relevant tweets and the Google database to show not only the range of advances among participating authors split out by their race, gender, sexual orientation and the genre of their work, but also the publishers’ treatment of their titles in terms of deal announcements and pre-pub attention in industry publications. The paper is based on a multi-year project of cleaning and evaluating the collected data to assess what it reveals about the habits and strategies of American publishers in acquiring and promoting titles from a diverse group of authors across the literary, non-fiction, children’s, mystery, romance, and SFF genres.
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
No, it's not a robot: prompt writing for investigative journalismPaul Bradshaw
How to use generative AI tools like ChatGPT and Gemini to generate story ideas for investigations, identify potential sources, and help with coding and writing.
A talk from the Centre for Investigative Journalism Summer School, July 2024
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
Front Desk Management in the Odoo 17 ERPCeline George
Front desk officers are responsible for taking care of guests and customers. Their work mainly involves interacting with customers and business partners, either in person or through phone calls.
How to Store Data on the Odoo 17 WebsiteCeline George
Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
How to Add Colour Kanban Records in Odoo 17 NotebookCeline George
In Odoo 17, you can enhance the visual appearance of your Kanban view by adding color-coded records using the Notebook feature. This allows you to categorize and distinguish between different types of records based on specific criteria. By adding colors, you can quickly identify and prioritize tasks or items, improving organization and efficiency within your workflow.
2. Although every business's change initiative is unique, research suggests there are two models or theories of
change.
These theories are based on very different and often unconscious assumptions by senior executives – and the
consultants that advice them – about why and how changes should be made.
Theory E is change based on economic value:
◦ Shareholder value is the only legitimate driver and measure of corporate success.
◦ Change usually involves heavy use of economic incentives, drastic layoffs, downsizing, and restructuring.
Theory O is change based on organizational capability:
◦ The goal is to develop corporate culture and human capability through individual and organizational learning.
◦ Typically have strong, long-held, commitment-based psychological contracts with their employees.
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3. Few companies subscribe to just one theory. Most companies have used a mix of both.
However, managers try to apply both theories in tandem, without resolving the inherent tensions
between them.
Employees distrust leaders who alternate between nurturing and cutthroat corporate behavior.
Recent research suggests, however, that there is a way to resolve the tension so that businesses
can satisfy their shareholders while building viable institutions.
Companies that effectively combine hard and soft approaches to change can reap big payoffs in
profitability and productivity.
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5. If the objective is to build a company that can adapt, survive, and prosper over the years, Theory
E strategies must somehow be combined with Theory O strategies.
The obvious way to combine E and O is to sequence them. But precisely because it is more
difficult than mere sequencing, the simultaneous use of O and E strategies is more likely to be a
source of sustainable competitive advantage.
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6. Change efforts have gone under many banners: total quality management, reengineering,
rightsizing, restructuring, cultural change, and turnaround.
In almost every case, the basic goal has been the same: to make fundamental changes in how
business is conducted in order to help cope with a new, more challenging market environment.
The most general lesson to be learned from the more successful cases is that the change process
goes through a series of phases.
A second very general lesson is that critical mistakes in any of the phases can have a devastating
impact.
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7. Many changes fail. Possible reasons include:
◦ Sometimes, executives underestimate how hard it can be to drive people out of their comfort
zones.
◦ Sometimes, they overestimate how successful they have already been in increasing urgency.
◦ Sometimes, they lack patience
An incapable senior management often comes from having too many managers and not enough
leaders.
Change initiatives typically go nowhere until enough real leaders are promoted or hired into
senior-level jobs.
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8. In the most successful cases, the coalition is always pretty powerful – in terms of titles,
information and expertise, reputations, and relationships.
◦ In both small and large organizations, a successful guiding team may consist of only three to
five people during the first year of a renewal effort.
◦ A high sense of urgency within the managerial ranks helps enormously in putting a guiding
coalition together.
◦ Someone needs to get these people together, help them develop a shared assessment of their
company’s problems and opportunities, and create a minimum level of trust and
communication.
◦ No matter how capable or dedicated the staff head, groups without strong line leadership never
achieve the power that is required.
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9. In a successful change management program, the guiding coalition develops a picture of the
future that is relatively easy to communicate and appeals to customers, stockholders, and
employees.
Vision emerges after a lot of efforts from the guiding coalition through their tough analytical
thinking and a little dreaming.
Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and
incompatible projects that can take the organization in the wrong direction or nowhere at all.
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10. In more successful transformation efforts, executives use all existing communication channels to
broadcast the vision.
◦ They turn boring, unread company newsletters into lively articles about the vision.
◦ They take ritualistic, tedious quarterly management meetings and turn them into exciting
discussions of the transformation.
◦ They throw out much of the company’s generic management education and replace it with
courses that focus on business problems and the new vision.
Most of the executives in successful cases of major change learn to “walk the talk.”
Nothing undermines change more than behavior by important individuals that is inconsistent
with their words.
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11. Successful transformations begin to involve large numbers of people as the process progresses.
◦ Employees are encouraged to try new approaches, to develop new ideas, and to provide
leadership.
Sometimes, the obstacle is the organizational structure.
Sometimes, compensation or performance-appraisal systems make people choose between the
new vision and their own self-interest.
Worst of all are bosses who refuse to change and who make demands that are inconsistent with
the overall effort.
If the blocker is a person, it is important that he or she be treated fairly and in a way that is
consistent with the new vision.
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12. Real transformation takes time, and a renewal effort risks losing momentum if there are no short-
term goals to meet and celebrate.
Most people won’t go on the long march unless they see compelling evidence in 12 to 24 months
that the journey is producing expected results else they join the ranks of those people who have
been resisting change.
In a successful transformation, managers actively look for ways to obtain clear performance
improvements, establish goals in the yearly planning system, achieve the objectives, and reward
the people involved with recognition, promotions, and even money.
Commitments to produce short-term wins help keep the urgency level up and force detailed
analytical thinking that can clarify or revise visions.
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13. Until changes sink deeply into a company’s culture, a process that can take five to ten
years, new approaches are fragile and subject to regression.
Instead of declaring victory,
◦ leaders of successful efforts use the credibility afforded by short-term wins to tackle
even bigger problems.
◦ They understand that renewal efforts take not months but years.
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14. Two factors are particularly important in institutionalizing change in corporate culture.
◦ The first is a conscious attempt to show people how the new approaches, behaviors, and
attitudes have helped improve performance.
◦ The second factor is taking sufficient time to make sure that the next generation of top
management really does personify the new approach.
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