The document discusses leading organizational change and the challenges associated with it. It states that a CEO's job is to lead change by reshaping employees' views and replacing the status quo with a new vision for the future. Leading successful change is an integrated process that requires constant revision of aspects like staffing, resources, strategies and values. However, change often fails when leadership is delegated prematurely or decisions are made without complete information. The document provides tips for leading change, such as assessing the starting point, building support among key groups, managing obstacles to change, and clearly communicating the future vision.

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Champion Change
Terri Levine

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The Truth About Change
 CEO’s job: lead change
 Reshaping employee’s view of the
world
 Shattering stability, toss out
standards of success, pry loose of
status quo
 Replace with an energizing vision
of what future will be

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Change Champions
 Integrated process that unfolds
over time and touches every
aspect of organization
 Requires constant revision:
staffing, resources, strategies,
structure, mission and values
 Focused objectives

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Demand for Change
 Do you think it can be done?
 Do you think you can do it?
 Do you want to do it?

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Why Change Fails
 Leadership of change is delegated
 Unleashed upon unprepared and
unresponsive organization
 Rush to strategy without all
alternatives
 Decisions without complete or
unbiased information
 Looking for one magical concept

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How it Works
 New strategies
 Re-vamp business processes
 New organizational structures

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Integrated Change
 Organizations: human institutions
and complex social systems
 Work; people; formal organization;
informal organization
 Each component directly tied to
others

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Competitive Advantage
 Respond quickly
 Focus on tomorrow but don’t loose
sight of today
 Collective knowledge;
organizational capabilities;
structures and systems to make a
company unique

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Getting Started
 Assess where you are
 Collect data on the environment;
resources; history; strategy
 Most important factor is behavior of
leaders and managers

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Types of Change
 Incremental/Continuous: quality
management, CQI
 Radical/Discontinuous: external
environment forces procedures,
beliefs, habits to dramatically shift
 Anticipatory: some upheaval within
 Reactive: responses at end of
industry upheaval

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Intensity
 Discontinuous change more
intense than incremental
 Reactive more intense than
anticipatory

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Stages of Discontinuous
Change
 Recognizing the change imperative
 Developing a shared direction
 Implementing change
 Consolidating change
 Sustaining change

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To Do’s
 Involve enough people and build
initial support
 What’s working and what isn’t
 Prepare for emotional let down
after change
 Be flexible and ready to modify
plan if necessary

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Obstacles to Change
 No one likes change
 Naturally people resist
 No longer what we were and not
yet what we will be
 Instability; uncertainty; stress;
anxiety
 Loss of control: what’s going to
happen to me?

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Action Steps
 Build support of key groups
 Use leader to generate support
 Use deliberate language
 Define points of stability
 Create dissatisfaction with current
state
 Build participation in planning and
implementing
 Reward supportive behaviors

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Action Steps
 Provide opportunities to disengage
from the old
 Communicate clearly the future
state
 Use many leverage points
 Develop transition management
 Collect and analyze feedback

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Key Group
 Those who make it happen
 Those who help it happen
 Those who let it happen
 Those who get in the way
 Get those who make it happen on
your participation team

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The Effective CEO
 Here is my vision
 Here is the kind of company I want
to build
 Here is how I reached this
conclusion
 Now let’s all figure out how to get
there

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Organizational Change
 Stop doing what you have been
doing and start doing something
you probably don’t want to do