John kotter steps to change mgmt My notes

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Change management using Prof Kotter approaches.
A collection of notes from reading and using the principles

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John kotter steps to change mgmt My notes

  1. 1. John Kotter – Steps to Change Management Konosuke Matsushita Professor of Leadership at Harvard Author of Leading Change and A Force for Change: Leadership Differs from Management . Matsushita Leadership
  2. 2. Barriers to change <ul><li>Writing a memo instead of lighting a fire </li></ul><ul><ul><li>Committees | Reports | </li></ul></ul><ul><ul><li>What contributes to complacency? How do we create a sense of urgency? </li></ul></ul><ul><li>Talking too much saying too little </li></ul><ul><ul><li>10 X effort in speaking ! </li></ul></ul><ul><ul><li>Bad media [speeches / memos] | Inconsistent behavior </li></ul></ul><ul><ul><li>MBWA ? Face to face time ? </li></ul></ul><ul><li>Declaring victory before the war is over </li></ul><ul><ul><li>0.1 X time for change | settling for too little too soon </li></ul></ul><ul><li>Looking for villains in the wrong places </li></ul><ul><ul><li>Who are the inertia? </li></ul></ul>
  3. 3. Failures in change management <ul><li>Allowing too much complacency </li></ul><ul><li>Failing to create a sufficiently powerful guiding coalition </li></ul><ul><li>Underestimating the power of vision </li></ul><ul><li>Under-communicating the vision </li></ul><ul><li>Permitting obstacles to block the vision </li></ul><ul><li>Failing to create short term wins </li></ul><ul><li>Declaring victory too soon </li></ul><ul><li>Neglecting to anchor changes firmly in the corporate culture. </li></ul>
  4. 4. In change short term is 6 – 12 Mo <ul><li>Takes time rarely like Jack welch does one get time to make change </li></ul><ul><ul><li>He did 3 in GE </li></ul></ul><ul><li>Konosuke Matsushita started the Matsushita Institute of Government and Management </li></ul><ul><ul><li>his graduate school for people who want to go into public service -- he explained that his vision was to help Japanese politics become less corrupt and more visionary. When a skeptical reporter asked how long that would take, he said </li></ul></ul><ul><li>&quot;In my judgment, about 400 years -- which is why it's so important that we start today.&quot; </li></ul>
  5. 5. Leadership for change <ul><li>Build coalitions </li></ul><ul><ul><li>Engage the right talent [ what are the traits? Where from? </li></ul></ul><ul><ul><li>Growing coalitions strategically [giving credit of success to others, investing when the person is small for long term] </li></ul></ul><ul><ul><li>Working as a team [change means stress >> personnel problems, doing, sharing, committing ] </li></ul></ul><ul><li>Creating a vision </li></ul><ul><ul><li>Leading by example [emotional pitch / effect] </li></ul></ul><ul><ul><li>Leadership traits [ challenging status quo / fresh eyes] </li></ul></ul><ul><ul><li>Great leaders take risks [ put efforts into change] </li></ul></ul>
  6. 6. 8 steps to organization change <ul><li>Establish a Sense of Urgency </li></ul><ul><ul><li>Examine market and competitive realities </li></ul></ul><ul><ul><li>Identify and discuss crises, potential crises, or major opportunities </li></ul></ul><ul><li>Form a Powerful Guiding Coalition </li></ul><ul><ul><li>Assemble a group with enough power to lead the change effort </li></ul></ul><ul><ul><li>Encourage the group to work as a team </li></ul></ul><ul><li>Create a Vision </li></ul><ul><ul><li>Create a vision to help direct the change effort </li></ul></ul><ul><ul><li>Develop strategies for achieving that vision </li></ul></ul><ul><li>Communicate the Vision </li></ul><ul><ul><li>Use every vehicle possible to communicate the new vision and strategies </li></ul></ul><ul><ul><li>Teach new behaviors by the example of the guiding coalition </li></ul></ul>
  7. 7. 8 steps to organization change <ul><li>Plan for and Create Short-Term Wins </li></ul><ul><ul><li>Plan for visible performance improvements </li></ul></ul><ul><ul><li>Create those improvements </li></ul></ul><ul><ul><li>Recognize & reward employees involved in improvements </li></ul></ul><ul><li>Consolidate Improvements and Produce More Change </li></ul><ul><ul><li>Use increased credibility to change systems, structures, and policies that don't fit the vision </li></ul></ul><ul><ul><li>Hire, promote, and develop employees who can implement the vision </li></ul></ul><ul><ul><li>Reinvigorate the process with new projects, themes, and change agents </li></ul></ul><ul><li>Institutionalize New Approaches </li></ul><ul><ul><li>Articulate the connections between the new behaviors and organizational success </li></ul></ul><ul><ul><li>Develop the means to ensure leadership development and succession </li></ul></ul><ul><li>Empower Others to Act on Vision </li></ul><ul><ul><li>Get rid of obstacles to change </li></ul></ul><ul><ul><li>Change systems or structures that seriously undermine the vision </li></ul></ul><ul><ul><li>Encourage risk taking and nontraditional ideas, activities, and actions </li></ul></ul>
  8. 8. Stages to change
  9. 9. <ul><li>Change is about 80 % leadership and 20% management </li></ul><ul><li>But the way it happens is </li></ul><ul><li>80% management & 20% leadership. </li></ul>

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