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Three Solutions for Leading Transformational Change
The document outlines a framework for leading transformational change within organizations, highlighting the importance of a guiding coalition and a structured approach to change management. It emphasizes the need for a compelling case for change, effective gap analysis, and clear communication of goals among leaders and teams. Ultimately, it presents a roadmap that leaders can adopt to facilitate successful transformation, improve business models, and foster a culture of accountability and collaboration.
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Three Solutions for Leading Transformational Change
- 1. Three Solutions For Leading Transformational Change © Growth River 2016, all rights reserved Growth River -- Change Leadership Experts With… Leadership Teams Business Models OrganizaConal Structures Business Cultures
- 2. Three Solutions For Leading Transformational Change © Growth River 2016; all rights reserved Growth River -- Change Leadership Experts With… Leadership Teams Business Models OrganizaConal Structures Business Cultures
- 3. Three Solutions For Leading Transformational Change © Growth River 2016; all rights reserved Growth River -- Change Leadership Experts Presenter Richard S. Hawkes, CEO Growth River, LLC With… Leadership Teams Business Models OrganizaConal Structures Business Cultures
- 4. Three Solutions For Leading Transformational Change © Growth River 2016; all rights reserved Growth River -- Change Leadership Experts Presenter Richard S. Hawkes, CEO Growth River, LLC Housekeeping • 30 – 40 mins core material. • Freeform back and forth. • Check-in every 7 – 10 mins. • Type into the quesCon box. • Sound check.
- 5. Imagine... • You are a leader in an organizaCon. • Frustrated because your organizaCon can’t seem to get out of its own way. • Transforma/onal change is needed to unleash poten/al – your’s, your team’s and your business’s. Business Model Business Culture
- 6. ...a three actplay 1. A Single Leader Starts A Transformational Wave. 2. A Guiding Coalition Feeds The Wave. 3. A Top Team Rides The Wave. Next, Curtain Call
- 7. A Single LeaderStarts A Transformational Wave Act One
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- 9. “Yes, if you havea compelling approach” Business Team Leader “I am frustrated by the obstacles this organization puts in way of my team building a successful business. Would you be my ally in an effort to really solve these systemic issues at the root?” CEO She takes a calculated risk. She is frustrated.
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- 12. Choosing to lead is always the first step! “Do you have something to tellme?” a Choose to lead change. The Law-of-the-Lid states that a team, business or organizaCon can never sustain performance higher than the thinking of top leadership. CEO Business Team Leader & Pebble
- 13. Choosing to lead is always the first step! a Choose to lead change. They reach these agreements: • Time to collaborate. • Needs of our business and organiza/on above our own. • A straight-talk rela/onship. • Act as the source for a culture of accountability. CEO & Pebble Business Team Leader & Pebble
- 14. Compelling Case For Change a Choose to lead change. Key Points 1. A vision for a beeer future. 2. The urgent need for change. 3. The journey that will be required. 4. Next steps on that journey. 5. Benefits for your audience. 6. An invita/on to begin that journey now! Business Team Leader & Pebble CEO & Pebble
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- 17. The Higher-Math Of Leading TransformaConal Change c b Case for Change Guiding Coali/on * * TransformaCona l Change Follows A Paeern 1. A plateau is reached. 2. A primary constraint is resolved intenConally or otherwise. 3. An event horizon is crossed that you couldn’t see beyond before. 4. New possibili/es are unleashed and performance rises to a new higher-level. 5. A new plateau is reached. It starts again. The goal is accelera/ng and leading this paUern 1 2 3 4 5 Change Leadership Expert & Pebble Coach
- 18. The Key ResponsibiliCes Of Guiding CoaliCons c b Case for Change Guiding Coali/on • Leading changes to business culture and business model at the same Cme. • Leading towards an event horizon you can’t see beyond! • Influencing together and naviga/ng poli/cal landscapes as a team. • IdenCfying and focusing on primary constraints* through gap analysis. • Mapping and leading a shared journey forward towards a compelling future state. * * TransformaConal Change Can Be Accelerated By A Guiding CoaliCon Change Leadership Expert & Pebble Coach
- 19. Plan To Build A Guiding CoaliCon c b Case for Change Guiding Coali/on What Carol and Sam say to each other is different from what they say to the organiza/on: • A small change team to influence together and move with speed. • Only include members willing and able to lead change – like us. • Will create an “clean” working space, where any issue can be discussed without repercussions. CEO & Pebble Business Team Leader & Pebble
- 20. A Guiding Coalition FeedsThe Wave Act Two
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- 24. e d Gap Analysis Map Milestones Three ideal condi/ons for retail store success in hierarchical order. Store A Store B 1. Convenient locaCon. Great Ok 2. Appealing in-store experience. Ok Ok 3. Desired products. Ok Great Step 1: List key condiCons would that would make success inevitable… Change Leadership Expert & Pebble Coach
- 25. e d Gap Analysis Map Milestones Three ideal condi/ons for retail store success in hierarchical order. Store A Store B 1. Convenient locaCon. Great Ok 2. Appealing in-store experience. Ok Ok 3. Desired products. Ok Great Step 2: Apply data… Change Leadership Expert & Pebble Coach
- 26. e d Gap Analysis Map Milestones Three ideal condi/ons for retail store success in hierarchical order. Store A Store B 1. Convenient locaCon. Great Ok 2. Appealing in-store experience. Ok Ok 3. Desired products. Ok Great Ask: Which store will have the highest performance? Change Leadership Expert & Pebble Coach
- 27. e d Gap Analysis Map Milestones Three ideal condi/ons for retail store success in hierarchical order. Store A Store B 1. Convenient locaCon. Great Ok 2. Appealing in-store experience. Ok Ok 3. Desired products. Ok Great Ask: Where is the current primary constraint in A? For B? Change Leadership Expert & Pebble Coach
- 28. e d Gap Analysis Map Milestones Three ideal condi/ons for retail store success in hierarchical order. Store A Store B 1. Convenient locaCon. Great Ok 2. Appealing in-store experience. Ok Ok 3. Desired products. Ok Great Ask: What next steps would you recommend? A – Improve In-store Experience B – Beeer LocaCon Change Leadership Expert & Pebble Coach
- 29. e d Gap Analysis Map Milestones So now you know how a Gap Analysis works …Imagine the possibiliCes… If your team applied this logic to idenCfy and resolve primary constraints in key areas such as… • Team & Culture Effec/veness • Business Model Growth • Organiza/onal Scalability • Product & Service Compe//ve Advantage. Change Leadership Expert & Pebble Coach
- 30. The Seven Principles For High-Performance Teams e d Gap Analysis Map Milestones 1. An inspiring shared purpose. 2. A clear shared focus. 3. Highly accountable mindsets. 4. The right roles. 5. EffecCve collaboraCon at key interdependencies. 6. Customer focused strategies. 7. EffecCve implementa/on. A high-performing team is inevitable if these seven condiCons are opCmized... Four Pebbles
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- 32. They created a Gap Analysis… e d Gap Analysis Map Milestones The 7 Principles From Current State To Desired Future State 1. Purpose Separate purposes Alignment around a shared purpose 2. Focus Risk focused, poliCcal and short term prioriCes Focused on customers, markets and primary constraints 3. Mindset Working in silos and fiefdoms One organizaCon is servicing the same customer 4. Roles Business leaders don’t have full P&Ls Business leaders with all of the tools they need. 5. Interdependencies Independent silos CollaboraCon and innovaCon across silos. 6. Strategies Mostly plans not strategies Customer centric market focused strategies 7. Implementa/on Urgency and budget driven Focus on resolving primary constraints and ROI Four Pebbles
- 33. They created a Gap Analysis… e d Gap Analysis Map Milestones The 7 Principles From Current State To Desired Future State 1. Purpose Separate purposes Alignment around a shared purpose 2. Focus Risk focused, poliCcal and short term prioriCes Focused on customers, markets and primary constraints 3. Mindset Working in silos and fiefdoms One organizaCon is servicing the same customer 4. Roles Business leaders don’t have full P&Ls Business leaders with all of the tools they need. 5. Interdependencies Independent silos CollaboraCon and innovaCon across silos. 6. Strategies Mostly plans not strategies Customer centric market focused strategies 7. Implementa/on Urgency and budget driven Focus on resolving primary constraints and ROI Four Pebbles
- 34. They created a Gap Analysis… e d Gap Analysis Map Milestones The 7 Principles From Current State To Desired Future State 1. Purpose Separate purposes Alignment around a shared purpose 2. Focus Risk focused, poliCcal and short term prioriCes Focused on customers, markets and primary constraints 3. Mindset Working in silos and fiefdoms One organizaCon is accountable for servicing the same customer. 4. Roles Business leaders don’t have full P&Ls Business leaders with all of the tools they need. 5. Interdependencies Independent silos CollaboraCon and innovaCon across silos. 6. Strategies Mostly plans not strategies Customer centric market focused strategies 7. Implementa/on Urgency and budget driven Focus on resolving primary constraints and ROI Primary Constraint To Team Effec/veness Four Pebbles
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- 38. A Top TeamRides The Wave Applying This Roadmap To Up Level Their Entire Organization
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- 43. In this Webinar 1. You have been given a powerful perspec/ve on leading transformaConal change. 2. Your have or will receive a link to a Roadmap to implement in your business or organizaCon – if you choose to be the pebble… 3. You have just seen that Roadmap applied in three acts. So one final quesCon, how does all of this add up to the skills leaders like you need for leading transformaConal change? Change Leadership Expert & Pebble Coach
- 44. There are threetypes of change leadership. Cme return 2 1 3 Fixing Known Problems Adop/ng Proven Solu/ons Leading Transforma/onal Change
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- 46. Adopting Best PracticeSolutions Cme return 2 Adop/ng Proven Solu/ons 2 An Industry Best Prac/ce Your Current Solu/on Blueprint and ImplementaCon 2
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- 48. In summary –Leading Transformational Change in businesses requires special skills. Leadership Skills 1. Fixing Known Problems 2. Adop/ng Proven Solu/ons 3. Leading Transforma/onal Change CoaliCon Building * Gap Analysis – idenCfy primary constraints * Journey Mapping * Coaching & Training * * Project & Process Management * * *
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