Session 2 Professor John Amis 30th May
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This document discusses strategies for leading strategic change and implementing change. It provides frameworks for diagnosing change such as stakeholder mapping and force field analysis. It also examines why people resist change and models for effective change implementation, including Kotter's accelerators and McKinsey's influence model. Key points are that diagnostic tools can help implementation, creating urgency is important, avoiding common mistakes is key, role modeling is paramount, and remembering the ADKAR process stages aids implementation.
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Session 2 Professor John Amis 30th May
- 1. Creative Strategy and Change Executive Women’s Development Programme Professor John Amis Strategy Group, University of Edinburgh Business School 30th May 2018
- 2. The Leadership Trust What leadership capabilities are now needed more than previously? Leading change Learning to be a leader Engaging the workforce Strategic thinking Social media and IT Building Resilience Operationalising strategy Team working Global awareness Working better at Board level 0 1 2 3 4 5 6 7
- 3. “There is nothing so practical as a good theory” - Kurt Lewin
- 4. It is impossible to overstate the importance of understanding CONTEXT in contemporary strategic change leadership
- 6. On Using Diagnostic Tools... v Simplify complexity v Identify priorities for attention v Highlight interconnectedness of components v Provide a common “language” v Provide a guide to sequence of actions Burke, W.W. 2013. Organizational change: Theory and practice (4th ed.). Thousand Oaks, CA: Sage.
- 7. Change Coherence Strategic change Culture/ValuesSystems Structure Hinings, C.R. & Greenwood, R. 1988. The dynamics of strategic change. Oxford: Blackwell.
- 8. Organizational Structures Power Structures Stories SymbolsRituals & Routines Control System Paradigm The Culture Web Johnson, G. & Scholes, K. 2013. Exploring Corporate Strategy (10th ed.) Upper Saddle River, NJ: Prentice-Hall.
- 9. McKinsey 7-S Framework Structure Superordinate goals (shared values) Systems Style Strategy Skills Staff Waterman, R.H., Peters, T.J., & Phillips, J.R. 1980. Structure is not organization. Business Horizons, 23(3): 14-26.
- 10. The Star Model Strategy Structure Processes People Rewards Galbraith, J., Downey, D. & Kates, A. 2002. Designing dynamic organizations. New York: AMACOM.
- 11. Stakeholder mapping: The power/interest matrix A Minimal effort B Keep informed D Key players C Keep satisfied High Low Level of interest HighLow Power Johnson, G., Scholes, K., & Whittington, R.. 2004. Fundamentals of Strategy. Upper Saddle River, NJ: Prentice Hall.
- 12. Force Field Analysis Change Initiative Restraining Forces Driving Forces 5 5 2 2 4 1 Lewin, K. 1943. Defining the field at a given time. Psychological Review, 50(3): 292–310.
- 13. Activity Considering an ongoing change issue, use the Stakeholder and Force-Field analyses to diagnose some of the main points that you will need to consider during the project: 1. Carry out a stakeholder analysis 2. Determine the Restraining Forces 3. Determine the Driving Forces 4. Assign relative strengths to each force 5. Determine steps that will be taken to disrupt the status quo in order to implement change 6. Consider how you might involve stakeholders
- 15. Implementation Problems… Clear disjuncture between change formulation and implementation: v Amis et al. (2004) – 22% organisations successful v Beer & Nohria (2000) – 70% change campaigns end in failure v Kaplan & Norton (2001: 1) – “failure rates reported in the 70% to 90% range” Amis, J., Slack, T. & Hinings, C. R. 2004. The pace, sequence, and linearity of radical change. Academy of Management Journal, 47: 15-39. Beer, M., & Nohria, N. 2000. Cracking the code of change. Harvard Business Review, 78: 133-141. Kaplan, R.S. & Norton, D.P. 2001. The Strategy Focused Organization. Boston, MA: HBS Press.
- 16. Why do people resist change? The Dilbert Principle on Change “The goal of change management is to dupe slow-witted employees into thinking change is good for them by appealing to their sense of adventure and love of challenge. This is like convincing a trout to leap out of a stream to experience the adventure of getting deboned.” (Scott Adams, 1996)
- 17. Kotter’s “Accelerators” URGENCY Vision Instituti- onalise Implem- entation Commu- nication Continue change Celebrate wins Guiding coalition Kotter, J.P. 2012. Accelerate! Harvard Business Review, 90(11): 44-58.
- 18. McKinsey’s Influence Model Basford, T. & Schaninger, B. 2016. The four building blocks of change. McKinsey Quarterly, April, 1-8. Role Modelling “I see my leaders, colleagues, and staff behaving differently.” Fostering Understanding and Conviction “I understand what is being asked of me, and it makes sense.” Developing Talent and Skills “I have the skills and opportunities to behave in the new way.” Reinforcing with Formal Mechanisms “I see that our structures, processes, and systems support the changes I am being asked to make.” I will change my mindset and behaviour if…
- 19. Activity Thinking about a change project, draw on the ADKAR model to uncover some of the key points involved in each stage of the change implementation process
- 20. Key points to takeaway v Diagnostic tools, such as Stakeholder Matrix and Force-Field analysis, useful to help decide on how to approach implementation v Don’t underestimate the importance of urgency in implementation v Be aware of what you may be missing and how you can avoid it! v Most important aspect of leading change is role modelling v Remember ADKAR when implementing change