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- change management

A CHANGE, be it an organization/process/procedure change, be it a people/behavior/habit change, can be sustained not only when motivated by a sound and rational business strategy but also, above all, when the change is a pay-out proposition, i.e. its cost is lower than the expected benefit. Unfortunately to change a person's behavior/habit, especially in complex organizations, is hard job and cannot be switched pressing a start-stop button.


If change is a complex theme, we need to develop and deploy a complex, not a complicated though, solution. I do like to quote J.Kotter saying:


"... what is missing is a real sense of urgency, a distinctive attitude and gut-level feeling that lead people to grab opportunities and avoid hazards, to make something important happen today, and constantly shed low-priorities activities to move faster and smarter, now ...".


It all starts with a sense of urgency, in fact raising urgency is the first step of Kotter's 8-step framework:


1.    Establishing a Sense of Urgency

  • Examining the Market and Competitive Realities
  • Identifying and Discussing Crises, Potential Crises, or Major Opportunities

2.    Creating the Guiding Coalition

  • Putting Together a Group with enough Power to Lead the Change
  • Getting the Group to Work Together like a Team

3.    Developing a Vision and Strategy

  • Creating a Vision to Help direct the Change Effort
  • Developing Strategies for achieving that Vision

4.    Communicating the Change Vision

  • Using Every Vehicle possible to constantly communicate the new Vision and Strategies
  • Having the Guiding Coalition role model the behavior expected of Employees

5.    Empowering Broad-Based Action

  • Getting Rid of Obstacles
  • Changing Systems or Structures that Undermine the Change Vision
  • Encouraging Risk Taking and nontraditional ideas, activities and actions

6.    Generating Short-Term Wins

  • Planning for Visible Improvements in Performance, or “wins”
  • Creating those Wins
  • Visibly recognizing and rewarding people who made the wins possible

7.    Consolidating Gains and Producing more Changes

  • Using Increasing Credibility to change all systems, structures, and policies that do not fit together and do not fit the transformation vision
  • Hiring, promoting, and developing people who can implement the Change Vision
  • Reinvigorating the process with new projects, themes and Change Agents

8.    Anchoring New Approaches in the Culture

  • Creating a better performance through customer- and productivity-oriented behavior, more and better leadership, and more effective management
  • Articulating the connections between new behavior and organizational success
  • Developing means to ensure Leadership Development and Succession