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#TCUK13 - Stefan Gentz - Leading the Change
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#TCUK13 - Stefan Gentz - Leading the Change

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The Tech Comm business is fundamentally changing before our eyes. We keep adapting, and yet – five years from now, ten years, and beyond, the sector will continue to face new technological, ...

The Tech Comm business is fundamentally changing before our eyes. We keep adapting, and yet – five years from now, ten years, and beyond, the sector will continue to face new technological, demographic, and economic challenges. In this keynote, Stefan Gentz will outline a brief history of change and unveil the real triggers that drive the world’s top 500 managers to initiate (and approve!) change projects. After a quick check-up of today’s major social and economic forces driving the need for change Stefan will search the North Pole with the audience (yes, Change Management can be fun!) to start a journey through the top errors in change management. Finally, we will conquer the eight stages of successful change management, drop off ballast to climb and will eventually learn why Change Management is not Crisis Management.

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#TCUK13 - Stefan Gentz - Leading the Change #TCUK13 - Stefan Gentz - Leading the Change Presentation Transcript

  • CHANGETHE LEADING by Stefan Gentz, tracom.de @stefangentz TCUK 2013 • 25 September, 2013 • Bristol, UK • #TCUK13 Leading the Change Bristol, Marriott City Centre | 25 September 2013 www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • twitter: @stefangentz facebook: fb.com/stefan.gentz LinkedIn: linkedin.com/in/stefangentz Stefan Gentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Let's make this even trending! #TCUK13 “Your voice matters!” #change @stefangentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Change? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Heraclitus (535 BC – 475 BC) »The only constant is change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Charles Darwin »The fittest win because they succeed in adapting themselves best to their environment.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • »We are the ones we have been waiting for.« Barack Obama (*1961) »Change will not come, if we wait for some other person. Or if we wait for some other time. We are the ones we have been waiting for.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Mahatma Ghandi (Mahatma Gandhi) »Be the change you want to see in the world« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Steve Jobs (1955–2011) »Innovation distinguishes leaders and followers« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • iPhone 4 (2010–2011) »This changes everything. Again.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »I haven't the slightest idea how to change people. David Sedaris, American Writer (1956) Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »I haven't the slightest idea how to change people. But I still keep a long list of prospective candidates just in case I should ever figure it out.« David Sedaris, American Writer (1956) Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Now, what is Change Management? www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • »Organizing for successful change management«, McKinsey Global Survey A Transformation … »A transformation is a coordinated program, that typically involves fundamental changes to the organization’s strategy, structures, operating systems, capabilities, and culture.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Uhm … WHAT? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »Organizing for successful change management«, McKinsey Global Survey A Coordinated Program … »A transformation is a coordinated program, that typically involves fundamental changes to the organization's strategy, structures, operating systems, capabilities, and culture.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • But what triggers change? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • The 5 Triggers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Groups5 Minutes5 Answers5 Name 5 Triggers for Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Group Answers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »Organizing for successful change management«, McKinsey Global Survey McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • 25 % Catching up to rival companies McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • 25 % Catching up to rival companies 27 % Completing or integrating a merger McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • 25 % Catching up to rival companies 27 % Completing or integrating a merger 27 % Turning around a crisis situation McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • 25 % Catching up to rival companies 27 % Completing or integrating a merger 27 % Turning around a crisis situation 50 % Turning good into great performance McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »What do you think was the top one trigger for initiating a Change Project?« »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • 56% Reducing costs »Organizing for successful change management«, McKinsey Global Survey, 2006 McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Macroeconomic Backup www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • (Back to sleep. It's getting boring now.) Macroeconomic Backup www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Economic and Social Forces Driving the Need for Major Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change Economic and Social Forces Driving the Need for Major Change in Organizations 1. Faster and better transportation 2. Faster and better communication 3. More information networks connecting people globally www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Economic and Social Forces Driving the Need for Major Change in Organizations 1. Fewer tariffs (GATT) 2. Currencies linked via floating exchange rates 3. More global capital flows www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Maturation of Markets Economic and Social Forces Driving the Need for Major Change in Organizations 1. Slower domestic growth 2. More aggressive exporters 3. More deregulation www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Political Change Maturation of Markets Economic and Social Forces Driving the Need for Major Change in Organizations 1. More countries linked to the capitalist system 2. More privatization www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Political Change Maturation of Markets Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Political Change Maturation of Markets More Hazards Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations 1. More competition 2. Increased speed www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Political Change Maturation of Markets More Hazards More Opportunities Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations 1. Bigger markets 2. Fewer barriers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Technological Change International Economy Political Change Maturation of Markets More Hazards More Opportunities Globalization of Markets and Competition More Large-Scale Change in Organizations Economic and Social Forces Driving the Need for Major Change in Organizations • Re-Engineering • Restructuring • Quality programs • Mergers and acquisitions • Strategic change • Cultural change www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Ding Dong! Wake up! www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Why is Change so difficult? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »Where is the North Pole?« www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Top 8 Errors in Change Projects www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 Declaring victory too soon7 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 Declaring victory too soon7 Anchor Changes in Corporate Culture fails8 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Make it a success story www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • PhotocourtesybyScottAremanPhotographywithpermissionofKotterInternational Prof. John Paul Kotter, Harvard Business School (*1947) Prof. John Kotter's 8 Stages www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Communicate the Change Vision4 Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Institutionalize Change7 Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Prof. John Paul Kotter, Harvard Business School (*1947) Create a new Culture8 Institutionalize Change7 Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision & Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • What blocks your Change Project? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Bertrand Piccard – Circumnavigated the world in 19 days in a Hot Air Balloon Bertrand Piccard (@bertrandpiccard) www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • How does a hot air bolloon climb? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »You need to drop ballast to climb.« Bertrand Piccard (@bertrandpiccard) www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Make it a coordinated program … www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Why is your change project urgent?1 Name at least three allies for your project.2 What is your vision? What is your strategy?3 Write down a Communication Strategy.4 Name the ressources for the project.5 Specify at least three success gates.6 Name steps to anchor the change.7 Will your changes change Corporate Culture?8 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Change Management is not Crisis Management »Standing at the tomb your missing time and ressources for change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Change Management is not Crisis Management (but can be part of it) @StefanGentz, 2012 »Standing at the tomb your missing time and ressources for change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  • Final Quote: www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »Culture eats Strategy for Lunch.« Curt W. Coffman & Dr. Kathleen Sorensen www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • That's it. www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • Did you tweet? #TCUK13 “Your voice matters!” #change @stefangentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  • »Thank you for your attention. Now go, and search the North Pole.« www.tracom.de • @stefangentz • fb.com/stefan.gentz