This document discusses characteristics of resilient organizations and how leaders can build resilience. Resilient organizations are able to achieve results despite changing conditions by confronting realities, finding meaning through core values, and innovating through rituals. The document outlines models for analyzing an organization's strengths, weaknesses, opportunities, and threats, and implementing large-scale change through eight steps. Leaders must communicate vision and strategy, empower employees, achieve short-term wins, and anchor new approaches in organizational culture to build resilience.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
This document discusses leading organizational change and integrating change theory with practice. It provides an overview of several change management frameworks and tools that can be used to implement successful change initiatives, including Kotter's 8-stage process for change and stakeholder analysis. The document also highlights common challenges with change efforts and emphasizes the importance of measuring impact, communication, and addressing resistance to ensure changes are effectively anchored in the organization.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
The document discusses key concepts from the book "Good to Great" about building momentum through a "flywheel effect" and avoiding a "doom loop". It explains that good-to-great companies achieved breakthroughs through consistent, small improvements over time, like turning a giant flywheel, rather than dramatic changes. They focused on their "Hedgehog Concept", avoided technology fads, and used acquisitions to accelerate momentum, not create it. In contrast, comparison companies frequently changed strategies and leaders, stopping and restarting the flywheel and falling into a "doom loop" of underperformance.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
Leading through change workshop flow summaryIrina Burgess
key slides from interactive workshop on leading through change. Participants create their own video pitch to immediately transfer theory to practice within the workshop.
This document discusses leading organizational change and integrating change theory with practice. It provides an overview of several change management frameworks and tools that can be used to implement successful change initiatives, including Kotter's 8-stage process for change and stakeholder analysis. The document also highlights common challenges with change efforts and emphasizes the importance of measuring impact, communication, and addressing resistance to ensure changes are effectively anchored in the organization.
A quick look at people issues, when leading organizational change. The basics can be overlooked in complex situations. Prepared as part of the ILM Level 7 Strategic Leadership course.
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
The document discusses key concepts from the book "Good to Great" about building momentum through a "flywheel effect" and avoiding a "doom loop". It explains that good-to-great companies achieved breakthroughs through consistent, small improvements over time, like turning a giant flywheel, rather than dramatic changes. They focused on their "Hedgehog Concept", avoided technology fads, and used acquisitions to accelerate momentum, not create it. In contrast, comparison companies frequently changed strategies and leaders, stopping and restarting the flywheel and falling into a "doom loop" of underperformance.
Holacracy, another management hype? Practical perspective after 2 years.RubZie
Presentation given at Agile in Business in Warsaw, Poland in Sept 2014. About my experience with running my company Springest with Holacracy as it's organisational "operating system". Lots of practical tips and challenges, plus hopefully some demystifying the hype of Holacracy :)
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
The document discusses key activities for effective change management including motivating change, overcoming resistance to change, and creating a vision. It describes creating readiness by revealing discrepancies and conveying positive expectations. Overcoming resistance involves empathy, communication, and participation. Creating a vision includes describing a bold, valued future state for the organization with specific goals and a description of what the organization will look like to achieve those goals. Developing political support and sustaining momentum are also discussed.
This document summarizes key points from the book "Leaders Open Doors" about open door leadership. It discusses four aspects of open door leadership: knowing your employees, matching employees' suitedness to opportunities, envisioning desired results, and providing ongoing support. Examples are given for each aspect relating to Google's workplace culture and leadership theories discussed in class. The document also revisits a hypothetical situation about a teenager hacking the Pentagon and how an open door leader may shift it to an opportunity.
The document discusses leadership during times of crisis. It notes that after economic recessions, the mix of urgency, high stakes and uncertainty becomes the new normal. Crises merely set the stage for ongoing challenges. Effective crisis leadership has two phases - an emergency phase to stabilize the situation, and an adaptive phase to tackle the underlying causes and build capacity. Adaptive leaders do not "hunker down" but instead seize opportunities to "hit the reset button." The adaptive phase requires fostering adaptation, embracing disequilibrium, and generating leadership at all levels through experimentation. It also stresses the importance of leaders taking care of themselves by finding outlets to debrief, reflect and maintain perspective during difficult times.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Transformations Activities January 2017 SU Lead6060, from George SharpCharles Palus
From George Sharp Ed.D., Stockton University
"I engaged the 23 leaders in the first cohort in a six-hour adventure involving the Transformation and Catalyst cards I purchased from The Center for Creative Leadership in November.(www.ccl.org/transformations). During class as well as after the class in the form of email messages, I received very positive feedback from a number of the participants about the use of the cards. Keep in mind that we have integrated a vertical leadership perspective and reflection into each course in the program. So, this was the sixth time that the 23 leaders in this cohort worked in this arena, in some way, and from some perspective. But, it was the first time they were introduced to the cards. (Based upon the feedback, it is apparent that my challenge now is to create several new reflective adventures to reinforce and expand their understanding as they continue their respective growth journey's.)"
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
Jim Collins researched over 1,400 companies for decades to understand what separates good companies from great ones. He found that great companies are led by Level 5 leaders who channel their ego into the larger goal. They also get the right people in place before deciding on strategies. Additionally, great companies confront the brutal facts, yet retain faith they can prevail. They simplify around their three circles of passion. Finally, great companies see transformation as a result of steady pushing on a flywheel rather than one-time change events.
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers.
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
The document discusses the "Hedgehog Concept" developed by Jim Collins, which advises companies to focus on a single, core idea that guides their strategy and product development. It states that companies should define three circles: what they can be the best in the world at doing, what drives their economic engine, and what they are passionate about. The document then provides an example of a company that applies the Hedgehog Concept to successfully focus its product strategy.
Fostering self organization – ten ninja techniques for managersmahalp2
This document discusses techniques for managers to foster self-organization in teams. It outlines 10 ninja techniques including situational leadership that matches the manager's level of involvement to the team's maturity level. The techniques range from directing to empowering teams. Fostering self-organization requires managers to distribute authority, control, and decision-making to teams while adapting their leadership style based on inspecting the situation and learning. The goal is to balance supporting teams' self-organization with responding to business needs.
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
This document summarizes key points from the book "Good to Great" by Jim Collins about what differentiates companies that go from good to great. It discusses that great companies have Level 5 Leaders who are modest and driven. They also focus first on getting the right people on the team before deciding on strategies. Additionally, they confront the brutal facts of reality and develop a simple "Hedgehog Concept". Finally, great companies create a culture of discipline and use technology to accelerate existing momentum, not create it.
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
The document discusses different levels of analysis in organizations including the individual, group, and organizational system levels. It then focuses on values, attitudes, and perceptions at the individual level. Key points made include that values reflect judgments about conduct or existence, different generations have different dominant work values, attitudes evaluate objects and events, and perception involves interpreting our surroundings to give them meaning. Biases can distort our judgments of others.
Change Better Change, Creating a Change Capable Organisation. 16 June 2015Catherine Smithson
Presentation on how to build enterprise Change Management capabilities, delivered to the Change Management Institute, Canberra, by Catherine Smithson, Being Human June 16 2015.
The document discusses key activities for effective change management including motivating change, overcoming resistance to change, and creating a vision. It describes creating readiness by revealing discrepancies and conveying positive expectations. Overcoming resistance involves empathy, communication, and participation. Creating a vision includes describing a bold, valued future state for the organization with specific goals and a description of what the organization will look like to achieve those goals. Developing political support and sustaining momentum are also discussed.
This document summarizes key points from the book "Leaders Open Doors" about open door leadership. It discusses four aspects of open door leadership: knowing your employees, matching employees' suitedness to opportunities, envisioning desired results, and providing ongoing support. Examples are given for each aspect relating to Google's workplace culture and leadership theories discussed in class. The document also revisits a hypothetical situation about a teenager hacking the Pentagon and how an open door leader may shift it to an opportunity.
The document discusses leadership during times of crisis. It notes that after economic recessions, the mix of urgency, high stakes and uncertainty becomes the new normal. Crises merely set the stage for ongoing challenges. Effective crisis leadership has two phases - an emergency phase to stabilize the situation, and an adaptive phase to tackle the underlying causes and build capacity. Adaptive leaders do not "hunker down" but instead seize opportunities to "hit the reset button." The adaptive phase requires fostering adaptation, embracing disequilibrium, and generating leadership at all levels through experimentation. It also stresses the importance of leaders taking care of themselves by finding outlets to debrief, reflect and maintain perspective during difficult times.
The document discusses leadership during times of crisis. It explains that crisis leadership has two phases: the emergency phase, where the goal is to stabilize the situation, and the adaptive phase, where the underlying issues are addressed and a new reality is established. Effective crisis leadership requires changing rules, reshaping organizations, and redefining jobs. It also discusses the need for leaders to foster adaptation, generate more leadership at lower levels, and take care of their own well-being during difficult times.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
Transformations Activities January 2017 SU Lead6060, from George SharpCharles Palus
From George Sharp Ed.D., Stockton University
"I engaged the 23 leaders in the first cohort in a six-hour adventure involving the Transformation and Catalyst cards I purchased from The Center for Creative Leadership in November.(www.ccl.org/transformations). During class as well as after the class in the form of email messages, I received very positive feedback from a number of the participants about the use of the cards. Keep in mind that we have integrated a vertical leadership perspective and reflection into each course in the program. So, this was the sixth time that the 23 leaders in this cohort worked in this arena, in some way, and from some perspective. But, it was the first time they were introduced to the cards. (Based upon the feedback, it is apparent that my challenge now is to create several new reflective adventures to reinforce and expand their understanding as they continue their respective growth journey's.)"
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an exceptional one. It describes a five level leadership model and emphasizes the importance of having the right leaders who confront brutal facts and develop a "Hedgehog Concept" to guide the organization. It also stresses establishing a culture of discipline through disciplined people, thought, and action aligned with the Hedgehog Concept. Technology is discussed as an accelerator, not a creator, of momentum. The transformation is portrayed as a gradual process of building momentum like pushing a giant flywheel, not a single event.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
Jim Collins researched over 1,400 companies for decades to understand what separates good companies from great ones. He found that great companies are led by Level 5 leaders who channel their ego into the larger goal. They also get the right people in place before deciding on strategies. Additionally, great companies confront the brutal facts, yet retain faith they can prevail. They simplify around their three circles of passion. Finally, great companies see transformation as a result of steady pushing on a flywheel rather than one-time change events.
“High-Performance” used to describe race-car engines or elite athletes. Now it is an aspiration for Corporate Managers.
Here we give you an overview of the five essential ingredients for creating and sustaining high performing teams and a practical tool for implementing it in your company or organisation. We call it the PRISM.
The document discusses the "Hedgehog Concept" developed by Jim Collins, which advises companies to focus on a single, core idea that guides their strategy and product development. It states that companies should define three circles: what they can be the best in the world at doing, what drives their economic engine, and what they are passionate about. The document then provides an example of a company that applies the Hedgehog Concept to successfully focus its product strategy.
Fostering self organization – ten ninja techniques for managersmahalp2
This document discusses techniques for managers to foster self-organization in teams. It outlines 10 ninja techniques including situational leadership that matches the manager's level of involvement to the team's maturity level. The techniques range from directing to empowering teams. Fostering self-organization requires managers to distribute authority, control, and decision-making to teams while adapting their leadership style based on inspecting the situation and learning. The goal is to balance supporting teams' self-organization with responding to business needs.
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
This document summarizes key points from the book "Good to Great" by Jim Collins about what differentiates companies that go from good to great. It discusses that great companies have Level 5 Leaders who are modest and driven. They also focus first on getting the right people on the team before deciding on strategies. Additionally, they confront the brutal facts of reality and develop a simple "Hedgehog Concept". Finally, great companies create a culture of discipline and use technology to accelerate existing momentum, not create it.
We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.
The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.
Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.
The document discusses different levels of analysis in organizations including the individual, group, and organizational system levels. It then focuses on values, attitudes, and perceptions at the individual level. Key points made include that values reflect judgments about conduct or existence, different generations have different dominant work values, attitudes evaluate objects and events, and perception involves interpreting our surroundings to give them meaning. Biases can distort our judgments of others.
Change Better Change, Creating a Change Capable Organisation. 16 June 2015Catherine Smithson
Presentation on how to build enterprise Change Management capabilities, delivered to the Change Management Institute, Canberra, by Catherine Smithson, Being Human June 16 2015.
The document discusses the changing business environment and realities facing companies today. It notes that customers are more informed and have greater choices, expectations and loyalty shifts. External factors like competition, products, socioeconomic conditions and decision parameters are also rapidly changing. As a result, companies must adapt and change to succeed, moving from ignorance to commitment and action. They must understand and meet evolving customer needs, expectations and satisfaction levels through improved products, prices, quality and excellence across marketing, purchasing, manufacturing and business.
The document discusses 10 business trends for 2016, including the need for businesses to adapt to technological changes, prepare for retiring baby boomers, embrace virtual and remote operations, build communities rather than just focus on sales, bring back direct mail, flatten hierarchies, increase social and environmental responsibility, become visible experts, improve the customer experience, and address the time-poor economy. It encourages businesses to embrace innovation, know their vision, serve customers at a deeper level, train employees, and expand their thinking to stay ahead of changes.
1) According to John Kotter, traditional organizational hierarchies are not well-suited for environments where constant change is the norm. He argues that organizations need both a hierarchy to manage daily operations as well as a parallel, network-like system to drive strategic change and agility.
2) Kotter proposes eight "accelerators" that organizations can use to build a dual operating system, including creating a sense of urgency, forming a guiding coalition, developing a strategic vision, and removing barriers to action.
3) The document describes a case study of how consulting firm BB&A helped Kimberly-Clark Europe engage employees in bringing their new strategic ambition to life through a three-phase change process of co-
Unit 2.2 21 developing an effective workforceThairshans
This document discusses key aspects of human resource management including workforce planning, recruitment, selection, training, remuneration, and measuring personnel effectiveness. It explains that workforce planning involves forecasting future labor needs. The recruitment process begins with creating a job description and person specification to identify the best candidate. Selection methods include interviews, tests, and assessments. Training can be conducted on or off the job. Remuneration includes pay as well as non-financial rewards. Metrics like productivity, turnover, absenteeism, and safety are used to evaluate personnel.
Scaling Company Values - Twilio - TechWeek 2012Twilio Inc
The document discusses scaling company culture. It begins by introducing Jeff Lawson from Twilio and noting dates from January 2010 to February 2012. It then discusses how Twilio defined its values in 2010 as Continuous Improvement, Detail Oriented, Learners, Humble, Hungry. Culture is described as living values, which are observed through rituals, heroes, and symbols. Several examples of Twilio rituals are provided, like new employees building an app and getting "knighted". The document outlines Twilio's 9 core values and describes how they are represented through symbols like track jackets. It concludes by quoting that a company's value is driven by its values.
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Business transformation workshop feb 2014Iayn Clark
This document provides an overview of Iayn G Clark's experience in international strategic management, including a list of current and past clients from various industries such as software, plastics, food and beverage, banking, and automotive. It also lists some key concepts and models in leadership, teamwork, and strategy, including Stephen Covey's 7 Habits of Highly Effective People, John Kotter's 8 Step Change Model, Patrick Lencioni's Five Dysfunctions of a Team, and concepts around alignment, SWOT analysis, and transformational leadership. Contact information is provided at the end for International Strategic Management Limited.
The document discusses the key elements of change management including defining change management, the basic elements, phases, and barriers. It outlines the three main pieces of change management as the environment, five basic elements (strategy, culture, structure, technology, employees), and the role of the leader. The five phases of change management are mapped as mapping the influence landscape, identifying resistance types, leveraging negotiation, overcoming resistance, and assembling the puzzle. A case study of Rolex's supply chain initiative is provided as a real-world example of applying change management.
This document discusses accelerating and leading change in organizations. It identifies common problems in management like complacency, lack of vision, and short-term thinking. Disruption can arrive suddenly and examples of disrupted companies are provided. The eight step process for leading change by John Kotter is summarized, noting the importance of creating urgency, building guiding coalitions, communicating vision, and more. Traditional organizations are contrasted with more innovative "Special Forces." Success factors for change include consistent leadership, communication, commitment to change culture, and continuous improvement.
John Kotter's 8-Step Change Model provides a framework for successfully implementing organizational change. The 8 steps are: 1) Create urgency, 2) Form a powerful coalition, 3) Create a vision, 4) Communicate the vision, 5) Remove obstacles, 6) Create short-term wins, 7) Build on the change, 8) Anchor the changes in corporate culture. Following these steps helps ensure that necessary changes are properly defined, communicated, and guided to completion through leadership and employee buy-in at all levels of the organization.
This document discusses several topics related to leadership challenges and organizational change. It begins by outlining Mario Denton's research interests, which include managerial issues, workplace bullying, leadership failures, and team dysfunctions. It then provides thoughts on creating dissatisfaction with the status quo to drive change efforts and notes that change takes longer than expected. Several models are presented, including the change-resistant vs change-sensitive organization and categories of people-performance orientations. The document concludes with discussions of managing career crossroads, psychological contracts between managers and reports, and finishing one's career well through finding purpose and meaning.
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
This document discusses several models of change and innovation. It begins by defining innovation as looking at processes with a fresh perspective to improve products, methods, and knowledge. Change is often sparked by threats to an organization's standing. Theories X and Y are described as assuming either employees dislike or are motivated by work. Kotter's 8-step model outlines increasing urgency and empowering employees to drive and sustain change. Thornton's 3C model emphasizes challenging employees, building confidence, and coaching. Senge's model stresses dialogue, consultation, and empowerment for change.
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
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16. Nissan’s “SW’s” at 1999 Organisation’s Strengths Organisation’s Weaknesses In Operations In Customer Orientation In Management & Governance In Finances In HR Practices
17. Nissan’s “OT’s” at 1999 External Forces and Trends Opportunity or Threat? In the area of politics In the economic arena In the social, demographic context In technology & the environment
18. Nissan’s SWOT at 1999 Strengths Weaknesses Opportunities Threats
Welcome The title of the workshop is “Leading the resilient organisation” But before we start let’s quickly look at an example of the climate we are in....
This is what we will do in this workshop Read titles of 3 sections Workshop format using exercises to discuss and work through the tools and models But this can be stilted and not very informative if you have to worry about confidential information So we’ll run case studies in parallel with opportunities for you to consider your own organisation’s circumstances Case study will allow practice in how the models work, personal consideration on own organisation allows some in-workshop prep ready to hit the ground running tomorrow. Plenty of Q&A throughout the workshop – long, don’t wait you might forget. But also concluding Q&A at the end
Before starting to discover new things, let’s make sure we understand – for ourselves – what we mean by some terms. Read the 3 definitions required Ask Attendees to discuss at table and then invite them to share. General discussion, how would these definitions change to cope with changing conditions?
Methodology used in workshop will be following discoveries of some studies – the work of Tom Peters and Jim Collins on recognising sustainable success in organisations, the work of John Kotter on the process of implementing change Pertinence of studies? 1979 study In Search of Excellence surveyed and interviewed 62 companies. In 2009 only 9 out of the 62 have either been taken over, merged or collapsed. So there is some long term sustainability in the results 2001 study Good to Great surveyed mainly 11 companies – in 2009 4 have been taken over or collapsed RECENTLY – Circuit City, Fannie Mae, Kimberly Clark, Wells Fargo. Still good odds – collapses more due to severity of current financial crisis than non-excellence- but question has to be asked, why did likes of Fannie Mae, Circuit City close recently? So, studies have shown some long term results that support the conclusions
Before we look for what the studies have shown builds a sustainable enterprise, let’s see what we should avoid! Barbara Tuchman, historian, wrote a book called In Search of Folly, where she studied how leaders and civilizations made the worse possible decisions in an historical context, such as Hitler deciding to invade Russia US military strategy in Vietnam The British tactics and policy during the American Revolution And she concludes three “outstanding attitudes”. Read each of the 3 attitudes These can be applied to organisations as well – take each in turn, give generic examples.
Now, let’s look at the opposite. Diane Coutu wrote an article in the Harvard Business Review. Intrigued by why some people were resilient and other buckled, She studied resilience in people and organisations.. Excerpts are in your handouts She came up with three “attitudes” Facing Down Reality While optimism has its place, too much misplaced optimism “kills you of a broken heart”, kills motivation and enthusiasm to keep fighting. A cool sense of reality is far more important. Do I truly understand – and accept – my situation, does my organisation? The search for meaning (value) Ability to see reality is linked to 2 nd building block of resilience – ability to make meaning of terrible times. Avoids the inwards “how can this be happening” attitude of surrender by placing in front a vision of the future. Story of Victor Frankl (Man’s Search for Meaning). Meaning in a vision is also linked to having strong core values. Ritualized Ingenuity 3 rd building block – ability to systematise innovation. Constantly looking for new ways. Importantly “ritualised”, not naturally occurring.
So to summarise here are the attitudes that allow organisations to be resilient, or not, as the case may be. Go through table. Which ones are present in your organisation? These set the climate for what happens within an organisation that makes it resilient or not, so now let’s look at the characteristics themselves of long-term successful organisations as seen in the studies
Tom Peters was a consultant at McKinseys and in late 70’s he and fellow consultant Bob Waterman interviewed over 80 US companies to look for “excellence” and drew common traits from the top 60 or so. These are:- (read) I won’t spend much time on these 8 “management principles” – the phrases have entered common usage, because I believe Tom Peters summarised them even further into 5 characteristics of a sustainable organisation in his later book.
In 1987 Tom Peters, now recognised as a management “guru”, collates the finding into a “hot-to” book and summarises the characteristics he found into 5. Total Customer Responsiveness In this, he groups all the traits of being close to the customer and listening to them. Create niches and specialise. QUALITY as PERCEIVED by the customer. Sales & service teams as heros Fast paced Innovation Invest in new things and new ways, encourage TEAM product/service development, role model & reward innovation, support “fast failures”, set quantitative innovation goals Flexibility by empowering people Use self-managing teams, listen/celebrate/involve, train and retrain, incentive systems, simplify structure (and middle management role Leadership at all levels Inspiring Vision, Walk the talk, delegate, create a sense of urgency, Listen, evaluate everyone on Love of Change Systems that can handle chaos Measure what’s important ONLY, decentralise, set conservative targets, Total Integrity
Jim Collins, Professor at Stanford Graduate School of Business, studied companies that “made the leap” against those that didn’t and came up with 6 characteristics why they made the leap of goodness to greatness Level 5 Leadership Someone who has moved past the previous 4 levels of highly capable individual, contributing team member, competent manager, effective leader to “level 5” – leader who builds enduring greatness through a paradoxical blend of personal humility and professional will (unwavering resolve). All ego needs are channelled through the organisation. First who, then what Build a team with great people, then figure out what to do with them, where to put them. Find the talent first, build the org chart later (goes against classic management teaching) Confront the brutal facts We’ve discussed that! Hedgehog concept Fox is cunning and tries everything – hedgehog only knows one thing and does it well Culture of discipline True to the vision, true to the values – fall in line or get out (but Culture, not tyrant) Technology accelerators Use technology to accelerate growth - Innovate to advantage – not tecch for tech’s sake but how to THINK about technology
Summarised studies into 5 characteristics of a resilient organisation. Not in any order, all must be present and balanced. Each work off each other. Leadership – Vision? quality of your leadership? Depth of your leadership? Inspirational and walking the talk. Balanced with good management People – quality people (then where do they sit), empowered, clear goals and rules (values?). Teamworking skills. Engagement of the best, corporate culture Vision & Values – clear vision? Shared? Communicated and explained, all decisions and strategies aligned? Clear rights and wrongs through core values? Openly stated and rewards and punishments based on standards? Ritualised Innovation – new ideas? Culture of encouragement and calculated/vision oriented risk-taking? Systems in place to facilitate, nurture, reward new ideas? Systems in place to periodically search for new ideas? Robust systems – bureaucracy or vision orientation? Measuring what matters? Support what matters? Flexible yet clear rules
Refer to case study Discuss at table, then share – clues of non-resilience? Possibilities of resilience?
Now that we have identified the characteristics of a resilient organisation, let’s look at how you can create a corporate culture that builds in resilience. What do you need to do at your organisation? Remember this is a change management process because it is about how people think and how they process work. Culture is rooted in attitudes and it is about changing attitudes. The first thing you have to do is to confront the brutal facts, then you need to understand the process of change management And finally you have to implement that change.
One of the studies I mentioned earlier was the work done by Professor John Kotter of Harvard University who studied large scale change efforts. He found 8 steps that you have to go through in sequence – and all 8 must be completed. Establish a sense of urgency – examine the market and current realities, identify and discuss crises, potential crises, and opportunities Create a guiding coalition – put together a group that sees urgency and has enough power to ilead change Develop a vision and a strategy – create a compelling vision that will direct effort, develop strategies to achieve the vision Communicate the change vision – use every vehicle possible to constantly communicate vision and strategies, have guiding coalition role-model behaviour Empower broad based action – get rid of obstacles, change systems/structures that undermine new vision, encourage risk-taking and non-traditional ideas, activities, actions Generate short term wins – plan for visible improvements, create those wins, recognise and reward Consolidate gains and produce more change – use increased credibility to change systems, structures, policies that do not fit new vision, hire, promote, employ people who fit new vision, reinvigorate process with new projects, crises, opportunities. Anchor new approaches in culture – create better performance through customer and productivity oriented behaviour, more leadership, articulate connections between new behaviours and organisational success
Let’s look at the process – the best way to face the brutal facts is to conduct a SWOT – best explained as internal/external analysis of issues. Consultants launch into a whiteboard exercise, but deserves more analytical processes – we use a breakdown tool. I’ll flash 3 tools on screen and walk you through them
First is a table to categorise Strengths and Weaknesses 5 categories of internal areas – list strengths and weaknesses in each.
Then we look at Opportunities and Threats 4 categories of external areas – each will have trends and external forces that will affect the organisation
Finally we summarise into a SWOT matrix. Later of course we analyse by looking at cause and effect and strategise to ensure we use strengths and eliminate weaknesses. OK, using these 3 tables in your workbooks please discuss at table Nissan’s SWOT in 1999 before Ghosn came on. Audience to complete then share
Now let’s look at how Ghosn applied the 8 step process for initiating change. Reveal each step and open discussion on what he did:- Sense of urgency – message to the Board, press attended AGM told bad news, tolld employees bad news Guiding coalition – brought in hand picked managers, Japanese board members, CFT’s Vision & strategy – restructuring plan Communicate – everywhere Broad based action – toured employees, CFT’s Generate short term wins – new product lineup very soon Consolidate gains – focus on full execution of Revival Plan Anchor new approaches in culture – incentive system
Let’s keep working on your organisation. In handouts, questionnaire on the first 4 phases of change management process “The Start” Try to generate some ideas for your organisation – How would you create a sense of urgency Who would you put together in a guiding coalition How (process) would you develop your vision and strategy How many ways can you communicate vision – vehicles and opportunities Have a go at generating some ideas. On completion invite audience to share or ask clarifying questions
Here’s another questionnaire on the next set of 4 steps “Change Ideas” Ideas to empower broad-based action Ideas of easy wins to aim for first Ideas for the second set of wins later down the line How to anchor changes in culture Generate some ideas for yourself On completion invite audience to share or ask questions.
We use a graphic to collate ideas generated during the process. While doing SWOT and the change management planning process – probably had lost of other ideas as well – don’t lose them. Scribble all ideas down in the category of the 5 characteristics – all should have at least one idea to explore at work.
Had a look at the characteristics of a resilient organisation and how to apply change management processes to create a resilient culture, what are the implications for Leaders? Ask audience to shout out and whiteboard
Great discussion – now let’s look at a summary of what Leaders need to look at when attempting to lead the change to a resilient organisation Communication – big. Must have skills – at all levels of leadership. What vehicles are there? What work? Set aside TIME Understanding true value of leadership vs management (vision and direction vs following sets of guidelines. Both necessary – what is the balance? Where does the Level 5 Leader stand? Focus – are you always referring to vision and strategy? All roads must emanate from that source. Are you hedgehog or fox? Many skills or concentration? Core Values – are yours strong and aligned to the organisation. Role modelling, walk the talk, explain and communicate. People – how are they used? Engaged or in/outers? Viewed as assets, skill-bases or costs?
We’re at the end now. We’ve looked at -characteristics Creating resilience Implications for leaders
Where to with this information? Keep up the momentum Review the models and exercises Work on organisation Vision and Core values Work on the change management plan