#TCUK13 - Stefan Gentz - Leading the Change

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The Tech Comm business is fundamentally changing before our eyes. We keep adapting, and yet – five years from now, ten years, and beyond, the sector will continue to face new technological, demographic, and economic challenges. In this keynote, Stefan Gentz will outline a brief history of change and unveil the real triggers that drive the world’s top 500 managers to initiate (and approve!) change projects. After a quick check-up of today’s major social and economic forces driving the need for change Stefan will search the North Pole with the audience (yes, Change Management can be fun!) to start a journey through the top errors in change management. Finally, we will conquer the eight stages of successful change management, drop off ballast to climb and will eventually learn why Change Management is not Crisis Management.

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#TCUK13 - Stefan Gentz - Leading the Change

  1. 1. CHANGETHE LEADING by Stefan Gentz, tracom.de @stefangentz TCUK 2013 • 25 September, 2013 • Bristol, UK • #TCUK13 Leading the Change Bristol, Marriott City Centre | 25 September 2013 www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  2. 2. twitter: @stefangentz facebook: fb.com/stefan.gentz LinkedIn: linkedin.com/in/stefangentz Stefan Gentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  3. 3. Let's make this even trending! #TCUK13 “Your voice matters!” #change @stefangentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  4. 4. Change? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  5. 5. Heraclitus (535 BC – 475 BC) »The only constant is change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  6. 6. Charles Darwin »The fittest win because they succeed in adapting themselves best to their environment.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  7. 7. »We are the ones we have been waiting for.« Barack Obama (*1961) »Change will not come, if we wait for some other person. Or if we wait for some other time. We are the ones we have been waiting for.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  8. 8. Mahatma Ghandi (Mahatma Gandhi) »Be the change you want to see in the world« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  9. 9. Steve Jobs (1955–2011) »Innovation distinguishes leaders and followers« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  10. 10. iPhone 4 (2010–2011) »This changes everything. Again.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  11. 11. Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  12. 12. »I haven't the slightest idea how to change people. David Sedaris, American Writer (1956) Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  13. 13. »I haven't the slightest idea how to change people. But I still keep a long list of prospective candidates just in case I should ever figure it out.« David Sedaris, American Writer (1956) Can we change people? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  14. 14. Now, what is Change Management? www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  15. 15. »Organizing for successful change management«, McKinsey Global Survey A Transformation … »A transformation is a coordinated program, that typically involves fundamental changes to the organization’s strategy, structures, operating systems, capabilities, and culture.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  16. 16. Uhm … WHAT? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  17. 17. »Organizing for successful change management«, McKinsey Global Survey A Coordinated Program … »A transformation is a coordinated program, that typically involves fundamental changes to the organization's strategy, structures, operating systems, capabilities, and culture.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  18. 18. But what triggers change? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  19. 19. The 5 Triggers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  20. 20. Groups5 Minutes5 Answers5 Name 5 Triggers for Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  21. 21. Group Answers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  22. 22. »Organizing for successful change management«, McKinsey Global Survey McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  23. 23. 25 % Catching up to rival companies McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  24. 24. 25 % Catching up to rival companies 27 % Completing or integrating a merger McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  25. 25. 25 % Catching up to rival companies 27 % Completing or integrating a merger 27 % Turning around a crisis situation McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  26. 26. 25 % Catching up to rival companies 27 % Completing or integrating a merger 27 % Turning around a crisis situation 50 % Turning good into great performance McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  27. 27. »What do you think was the top one trigger for initiating a Change Project?« »Organizing for successful change management«, McKinsey Global Survey, 2006 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  28. 28. 56% Reducing costs »Organizing for successful change management«, McKinsey Global Survey, 2006 McKinsey: »What are the Top 5 Triggers for Initiating a Change Management Project?«5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  29. 29. Macroeconomic Backup www.tracom.de • @stefangentz • fb.com/stefan.gentz
  30. 30. (Back to sleep. It's getting boring now.) Macroeconomic Backup www.tracom.de • @stefangentz • fb.com/stefan.gentz
  31. 31. Economic and Social Forces Driving the Need for Major Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  32. 32. Technological Change Economic and Social Forces Driving the Need for Major Change in Organizations 1. Faster and better transportation 2. Faster and better communication 3. More information networks connecting people globally www.tracom.de • @stefangentz • fb.com/stefan.gentz
  33. 33. Technological Change International Economy Economic and Social Forces Driving the Need for Major Change in Organizations 1. Fewer tariffs (GATT) 2. Currencies linked via floating exchange rates 3. More global capital flows www.tracom.de • @stefangentz • fb.com/stefan.gentz
  34. 34. Technological Change International Economy Maturation of Markets Economic and Social Forces Driving the Need for Major Change in Organizations 1. Slower domestic growth 2. More aggressive exporters 3. More deregulation www.tracom.de • @stefangentz • fb.com/stefan.gentz
  35. 35. Technological Change International Economy Political Change Maturation of Markets Economic and Social Forces Driving the Need for Major Change in Organizations 1. More countries linked to the capitalist system 2. More privatization www.tracom.de • @stefangentz • fb.com/stefan.gentz
  36. 36. Technological Change International Economy Political Change Maturation of Markets Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations www.tracom.de • @stefangentz • fb.com/stefan.gentz
  37. 37. Technological Change International Economy Political Change Maturation of Markets More Hazards Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations 1. More competition 2. Increased speed www.tracom.de • @stefangentz • fb.com/stefan.gentz
  38. 38. Technological Change International Economy Political Change Maturation of Markets More Hazards More Opportunities Globalization of Markets and Competition Economic and Social Forces Driving the Need for Major Change in Organizations 1. Bigger markets 2. Fewer barriers www.tracom.de • @stefangentz • fb.com/stefan.gentz
  39. 39. Technological Change International Economy Political Change Maturation of Markets More Hazards More Opportunities Globalization of Markets and Competition More Large-Scale Change in Organizations Economic and Social Forces Driving the Need for Major Change in Organizations • Re-Engineering • Restructuring • Quality programs • Mergers and acquisitions • Strategic change • Cultural change www.tracom.de • @stefangentz • fb.com/stefan.gentz
  40. 40. Ding Dong! Wake up! www.tracom.de • @stefangentz • fb.com/stefan.gentz
  41. 41. Why is Change so difficult? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  42. 42. »Where is the North Pole?« www.tracom.de • @stefangentz • fb.com/stefan.gentz
  43. 43. Top 8 Errors in Change Projects www.tracom.de • @stefangentz • fb.com/stefan.gentz
  44. 44. Kotter, Kostka, Münch et al. Allowing too much complacency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  45. 45. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  46. 46. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  47. 47. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  48. 48. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  49. 49. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  50. 50. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 Declaring victory too soon7 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  51. 51. Kotter, Kostka, Münch et al. Allowing too much complacency1 No guiding coalition2 Underestimate the power of vision3 Undercommunicating the vision4 Permitting obstacles to block the new vision5 Failing to create short-term wins6 Declaring victory too soon7 Anchor Changes in Corporate Culture fails8 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  52. 52. Make it a success story www.tracom.de • @stefangentz • fb.com/stefan.gentz
  53. 53. PhotocourtesybyScottAremanPhotographywithpermissionofKotterInternational Prof. John Paul Kotter, Harvard Business School (*1947) Prof. John Kotter's 8 Stages www.tracom.de • @stefangentz • fb.com/stefan.gentz
  54. 54. Prof. John Paul Kotter, Harvard Business School (*1947) Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  55. 55. Prof. John Paul Kotter, Harvard Business School (*1947) Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  56. 56. Prof. John Paul Kotter, Harvard Business School (*1947) Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  57. 57. Prof. John Paul Kotter, Harvard Business School (*1947) Communicate the Change Vision4 Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  58. 58. Prof. John Paul Kotter, Harvard Business School (*1947) Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  59. 59. Prof. John Paul Kotter, Harvard Business School (*1947) Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  60. 60. Prof. John Paul Kotter, Harvard Business School (*1947) Institutionalize Change7 Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  61. 61. Prof. John Paul Kotter, Harvard Business School (*1947) Create a new Culture8 Institutionalize Change7 Generate Short-Term Wins6 Empower Employees for Action5 Communicate the Change Vision4 Develop Change Vision Strategy3 Create the Guiding Coalition2 Establish a Sense of Urgency1 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  62. 62. What blocks your Change Project? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  63. 63. Bertrand Piccard – Circumnavigated the world in 19 days in a Hot Air Balloon Bertrand Piccard (@bertrandpiccard) www.tracom.de • @stefangentz • fb.com/stefan.gentz
  64. 64. How does a hot air bolloon climb? www.tracom.de • @stefangentz • fb.com/stefan.gentz
  65. 65. »You need to drop ballast to climb.« Bertrand Piccard (@bertrandpiccard) www.tracom.de • @stefangentz • fb.com/stefan.gentz
  66. 66. Make it a coordinated program … www.tracom.de • @stefangentz • fb.com/stefan.gentz
  67. 67. Why is your change project urgent?1 Name at least three allies for your project.2 What is your vision? What is your strategy?3 Write down a Communication Strategy.4 Name the ressources for the project.5 Specify at least three success gates.6 Name steps to anchor the change.7 Will your changes change Corporate Culture?8 www.tracom.de • @stefangentz • fb.com/stefan.gentz
  68. 68. Change Management is not Crisis Management »Standing at the tomb your missing time and ressources for change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  69. 69. Change Management is not Crisis Management (but can be part of it) @StefanGentz, 2012 »Standing at the tomb your missing time and ressources for change.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  70. 70. Final Quote: www.tracom.de • @stefangentz • fb.com/stefan.gentz
  71. 71. »Culture eats Strategy for Lunch.« Curt W. Coffman Dr. Kathleen Sorensen www.tracom.de • @stefangentz • fb.com/stefan.gentz
  72. 72. That's it. www.tracom.de • @stefangentz • fb.com/stefan.gentz
  73. 73. Did you tweet? #TCUK13 “Your voice matters!” #change @stefangentz www.tracom.de • @stefangentz • fb.com/stefan.gentz
  74. 74. »Thank you for your attention. Now go, and search the North Pole.« www.tracom.de • @stefangentz • fb.com/stefan.gentz

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