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Leading the change process
06/06/13 1
Presented By
Ujjwal Kumar Joshi
Introduction to Change
Management
 Change Management is defined as “the ongoing
adjustment of the corporate strategies and
structures to cope up with the changing
organizational objectives.”
 There exists a direct correlation between managing
change and the success of the business.
 Following are the widely used Change Management
Models:
1. Lewin’s Change Management Model
2. McKinsey 7-S Model
3. Kotter’s 8 Step Change Model
06/06/13 2
Overview of the Model
Make it stickMake it stick
Don’t Let-upDon’t Let-up
Create short-term winsCreate short-term wins
Enable actionEnable action
Communication for buy-inCommunication for buy-in
Create a Change VisionCreate a Change Vision
Build guiding teamsBuild guiding teams
Increase urgencyIncrease urgency
Implementing &
sustaining the
change
Engaging &
enabling the
organization
Creating a
Climate for
change
06/06/13 3
Introduction
 Prof. Dr. John Kotter studied the progress of over 100
companies during the change situation.
 In 1995, Prof. Dr. John Kotter introduced 8 steps for
leading Change in his book called “Leading Change”.
 It is an appropriate organizational development tool,
providing a three-dimensional linkage between
individuals, groups, and the organization.
 Thus, this model causes change to become a
campaign for the change management.
06/06/13 4
Step 1. Increase urgency
 Plan and take a action to initiate for the required changes; the
actions should be motivating and booming.
 The state of the organization should be determined before
conducting this phase as:
 Complacency
 False urgency
 True urgency
 Strategy that should be adopted are as follows:
 Explaining and realizing the benefit of change
 Creating and developing opportunities for the users
 Clear communication and information procedure
 Convincing the major supporting groups and motivating them.
 Value creating and inspiring proposal for the change
06/06/13 5
Step 2. Build guiding teams
 Guiding teams must be formed so that the activities such as
Developing Vision, Communication and so on can be performed.
 Effective team must be constructed and trust should be developed
between the team members.
 Strategies that should be followed are:
 The team as a whole should reflect enough Power so that those left
out cannot block progress.
 All relevant viewpoints should be represented so that informed
intelligent decisions can be made with strong trust and commitment.
 The group should be seen and respected by those in the firm so that
the group can enhance their credibility.
 Recognize the opportunities and build the capacity of leading the
change.
06/06/13 6
Step 3. Create a Change vision
 Gives an appropriate feel of understanding the reason for the
change.
 Vision must be focused, flexible and easy to communicate.
 Strategies to develop the vision are:
 They convey a clear picture of what the future will look like
and should be imaginable
 Stakeholders should show interest with high desirability
 The goal should be realistic and attainable for the vision
 It should be focused and proper enough for providing
guidelines for decision making process.
 Vision should be flexible with the space of expansion as per
requirement.
 They should be easy to communicate and can be explained
quickly.
06/06/13 7
Step 4. Communication for buy-
in The developed vision, as it is updated, must be
communicated among the members.
 Strategies for the communication of the vision are:
 Communication should be done in simple and formal
language which should be understandable and usable.
 It should be vivid using verbal pictures which is more worthy
than a thousand words – use metaphor, analogy, and
example.
 Ideas should be able to be spread by anyone to anyone
because there are various parties to whom it should be
repeated again and again.
 Two-way communication is always more powerful than
one-way communication
06/06/13 8
Step 5. Enable Action
 In this step, the guiding teams turns their attention in the
mitigation of the obstacles that do not support the
change vision.
 It also involves the investment in the employee for their
managerial training and development.
 Strategies for empowering change action are given
below:
 Hire change leaders to deliver results on the vision
 Gain consistent feedback, recognize and reward people for the
implementation of change.
 Determine the compatibility of the change vision with the
organizational structure, performance and other functionalities
of the organization.
 Immediate action to remove obstacles that block the change.
06/06/13 9
Step 6. Create short-term
wins A short-term win can be defined as an effective organizational
improvement that can be achieved within 6 to 18 months.
 A short-term win must follow following criteria:
 Its success must be unambiguous
 It should be visible throughout the organization
 It should be related with the change effort.
 Short-term wins are necessary to prevent the loss of momentum
and to keep the organization engaged in the change activities.
 Strategies in order to create short-term wins are as follows:
 Implement only small changes whose result can be obtained quickly.
 Select cost effective targets that can be easily obtained.
 Analyze targets to avoid failure- use pros and cons to determine early
target success.
 Recognize the people who help to meet the targets through the
rewards.
06/06/13 10
Step 7. Do not Let up
 The senior leadership must keep the urgency level
high to effect the change using the organizational
power and the lower level managers must work with
the guiding coalition to identify and remove the
unnecessary dependencies and bring the change
project to the position as it is expected.
 Strategies to build the change in the organization
are:
 After successful implementation of the change in the
organization, analyze what worked and what did not.
 Develop new goals to maintain and continue the
change growth in the organization.
06/06/13 11
Step 8. Make it stick
 Senior leadership must work with the guiding coalition and other manager on the
following:
 Identifying the norms and values that support the changes.
 Ensuring selection, promotion and succession processes according to the new
norms and values of the organization.
 Modify the reward system aligned with the new norms and values of organization.
 Provide trainings and development activities to fulfill the skills and competencies
associated with the changes.
 Modify and eliminate organizational processes and procedure that does not
support the changes.
 Strategies to stick the changes in organization are:
 Conduct a discussion program with the employees about the progress timely.
 Explain the importance of change ideals and values when hiring the people and
conducting the trainings.
 Develop new policies and processes that reinforce the value of change.
06/06/13 12
Benefits
06/06/13 13
Limitations
06/06/13 14
Application
Manager Leader
 Set Objectives
 Organize
 Motivate
 Analyze
 Develop Manpower
 Motivating and inspiring
 Aligning people
 Establish a direction
Prof. Dr. Kotter suggested some respective functions for change procedures for
Managers and Leaders, which is being followed in today’s business. So, the
differentiation are as follows:
06/06/13 15
Leadership is very much related to change.
As the pace of change accelerates, there is
naturally a greater need for effective
leadership.
----- Prof. Dr. John Kotter
06/06/13 16

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Kotter’s 8 step change model

  • 1. Leading the change process 06/06/13 1 Presented By Ujjwal Kumar Joshi
  • 2. Introduction to Change Management  Change Management is defined as “the ongoing adjustment of the corporate strategies and structures to cope up with the changing organizational objectives.”  There exists a direct correlation between managing change and the success of the business.  Following are the widely used Change Management Models: 1. Lewin’s Change Management Model 2. McKinsey 7-S Model 3. Kotter’s 8 Step Change Model 06/06/13 2
  • 3. Overview of the Model Make it stickMake it stick Don’t Let-upDon’t Let-up Create short-term winsCreate short-term wins Enable actionEnable action Communication for buy-inCommunication for buy-in Create a Change VisionCreate a Change Vision Build guiding teamsBuild guiding teams Increase urgencyIncrease urgency Implementing & sustaining the change Engaging & enabling the organization Creating a Climate for change 06/06/13 3
  • 4. Introduction  Prof. Dr. John Kotter studied the progress of over 100 companies during the change situation.  In 1995, Prof. Dr. John Kotter introduced 8 steps for leading Change in his book called “Leading Change”.  It is an appropriate organizational development tool, providing a three-dimensional linkage between individuals, groups, and the organization.  Thus, this model causes change to become a campaign for the change management. 06/06/13 4
  • 5. Step 1. Increase urgency  Plan and take a action to initiate for the required changes; the actions should be motivating and booming.  The state of the organization should be determined before conducting this phase as:  Complacency  False urgency  True urgency  Strategy that should be adopted are as follows:  Explaining and realizing the benefit of change  Creating and developing opportunities for the users  Clear communication and information procedure  Convincing the major supporting groups and motivating them.  Value creating and inspiring proposal for the change 06/06/13 5
  • 6. Step 2. Build guiding teams  Guiding teams must be formed so that the activities such as Developing Vision, Communication and so on can be performed.  Effective team must be constructed and trust should be developed between the team members.  Strategies that should be followed are:  The team as a whole should reflect enough Power so that those left out cannot block progress.  All relevant viewpoints should be represented so that informed intelligent decisions can be made with strong trust and commitment.  The group should be seen and respected by those in the firm so that the group can enhance their credibility.  Recognize the opportunities and build the capacity of leading the change. 06/06/13 6
  • 7. Step 3. Create a Change vision  Gives an appropriate feel of understanding the reason for the change.  Vision must be focused, flexible and easy to communicate.  Strategies to develop the vision are:  They convey a clear picture of what the future will look like and should be imaginable  Stakeholders should show interest with high desirability  The goal should be realistic and attainable for the vision  It should be focused and proper enough for providing guidelines for decision making process.  Vision should be flexible with the space of expansion as per requirement.  They should be easy to communicate and can be explained quickly. 06/06/13 7
  • 8. Step 4. Communication for buy- in The developed vision, as it is updated, must be communicated among the members.  Strategies for the communication of the vision are:  Communication should be done in simple and formal language which should be understandable and usable.  It should be vivid using verbal pictures which is more worthy than a thousand words – use metaphor, analogy, and example.  Ideas should be able to be spread by anyone to anyone because there are various parties to whom it should be repeated again and again.  Two-way communication is always more powerful than one-way communication 06/06/13 8
  • 9. Step 5. Enable Action  In this step, the guiding teams turns their attention in the mitigation of the obstacles that do not support the change vision.  It also involves the investment in the employee for their managerial training and development.  Strategies for empowering change action are given below:  Hire change leaders to deliver results on the vision  Gain consistent feedback, recognize and reward people for the implementation of change.  Determine the compatibility of the change vision with the organizational structure, performance and other functionalities of the organization.  Immediate action to remove obstacles that block the change. 06/06/13 9
  • 10. Step 6. Create short-term wins A short-term win can be defined as an effective organizational improvement that can be achieved within 6 to 18 months.  A short-term win must follow following criteria:  Its success must be unambiguous  It should be visible throughout the organization  It should be related with the change effort.  Short-term wins are necessary to prevent the loss of momentum and to keep the organization engaged in the change activities.  Strategies in order to create short-term wins are as follows:  Implement only small changes whose result can be obtained quickly.  Select cost effective targets that can be easily obtained.  Analyze targets to avoid failure- use pros and cons to determine early target success.  Recognize the people who help to meet the targets through the rewards. 06/06/13 10
  • 11. Step 7. Do not Let up  The senior leadership must keep the urgency level high to effect the change using the organizational power and the lower level managers must work with the guiding coalition to identify and remove the unnecessary dependencies and bring the change project to the position as it is expected.  Strategies to build the change in the organization are:  After successful implementation of the change in the organization, analyze what worked and what did not.  Develop new goals to maintain and continue the change growth in the organization. 06/06/13 11
  • 12. Step 8. Make it stick  Senior leadership must work with the guiding coalition and other manager on the following:  Identifying the norms and values that support the changes.  Ensuring selection, promotion and succession processes according to the new norms and values of the organization.  Modify the reward system aligned with the new norms and values of organization.  Provide trainings and development activities to fulfill the skills and competencies associated with the changes.  Modify and eliminate organizational processes and procedure that does not support the changes.  Strategies to stick the changes in organization are:  Conduct a discussion program with the employees about the progress timely.  Explain the importance of change ideals and values when hiring the people and conducting the trainings.  Develop new policies and processes that reinforce the value of change. 06/06/13 12
  • 15. Application Manager Leader  Set Objectives  Organize  Motivate  Analyze  Develop Manpower  Motivating and inspiring  Aligning people  Establish a direction Prof. Dr. Kotter suggested some respective functions for change procedures for Managers and Leaders, which is being followed in today’s business. So, the differentiation are as follows: 06/06/13 15
  • 16. Leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership. ----- Prof. Dr. John Kotter 06/06/13 16