Focus on the one thing that willhave the greatest impact.Sourceshttp://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.htmlhttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.htmlhttp://hbr.org/tip?date=101612
Sourcehttp://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.htmlBe precise and specific about what to do.
Jack Welch: Role model management is – withoutquestion – the key to driving behavioursSourceJack Welch.http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
One way we learn new ways of looking at thingsis to identify ourselves with a role model, boss,mentor, friend, or consultant, and begin to seethings from that other person’s point of view.Source: Schein, Edgar H.: Process Consultation, p. 105.
The executive sponsors the idea andagrees to fund it and back it through thedevelopment and deployment process.Sourcehttp://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
Everyone knows which decisionsand actions he or she is responsiblefor.Most important trait fororganizational effectivenessSourceGary L. Neilson, Karla L. Martin, and Elizabeth Powers:The secrets to successful strategy execution.
Idea # 6Communicatecontinuouslyusing social media
ProactivechangeReactivechangeRevolu-tionarychangeConti-nuouschangeSources:Agndal, H., Axelsson, B., Melin, L., (2005), Developing Sourcing Capabilities, p 21, John Wiley & Sons Lt.http://arc.hhs.se/download.aspx?MediumId=537, p. 19
Sudden break with statusquo.Large, radical change.RevolutionarychangeContinuouscommunication.Continuousimprovement.Permanent learning.Small, step-by-stepchanges.Continuouschange
Create a platform - physical or virtual - thatallows supporters of your idea to connectand further disseminate your idea.Sourcehttp://hbr.org/tip?date=090712
In 2005, Toyota received more than540,000 improvement ideas fromits Japanese employees.Source:Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
Essential to this turnaround was his cultivationof allies within the community.For example, he [Jamie Oliver] sought out themost influential teachers – adults who alreadyhad the trust of the school children. Once theysaw better health was possible, it became agenuine motivator.Sourcehttp://www.strategy-business.com/article/11205?pg=all
Source: http://news.bbc.co.uk/1/hi/business/7957671.stmWhat makes the Tata Nano so cheap?
When we started to connect with what we call theyounger high performers, on the other hand - peoplein their late 20s and early 30s - it was very different.We would have breakfast meetings with a dozen ofthem, and we would invite them to give very, veryfrank views. We soon realized that they weresuffocated and that they wanted change.So we started picking out some of these individualsand giving them challenges.”Ravi KantSource:Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”mckinseyquarterly.com, January 2007.
Girish Wagh was in his early 30s whenhe headed the Tata Nano Project.Source:http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsolet
Generation Y expects to work in communitiesof mutual interest and passion, not structuredhierarchies.Consequently, people management strategieswill have to change so that they look more likeFacebook and less like the pyramid structuresthat we are used to.Sourceshttp://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/Vineet Nayar
”The most frozen layer in any organization, I think,is the people with experience who think they knowbest, who believe that nothing can be changed,and who typically exhibit a not-invented-heresyndrome.Sources:Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”mckinseyquarterly.com, January 2007.http://www.hindu.com/2008/06/29/stories/2008062956021300.htmRavi Kant
NotgoalsChange ishappeningGoalsWhat do I doWhat don’t I do
Define a 100-day challenge.Sourcehttp://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
Nadim Matta found that huge amounts of talent andresources in developing countries were being devotedto developing top-down solutions for agriculturalproductivity, clean water, maternal health, and otherareas.So instead of experts and officials shaping solutionsand giving them to the recipients, Nadim Mattaworked with local leaders to challenge the ultimaterecipients to come up with their own solutions in100 days or less, and to use the experts,government officials, and aid workers as resources.Sourcehttp://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
Create a flow of value to customersby “chunking” feature delivery intosmall increments.Sourcehttp://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
“..being too focused on achieving a specific goalmay decrease extra-role behavior, such as helpingcoworkers (Wright, George, Farnsworth, &McMahan, 1993).Goals may promote competition rather thancooperation and ultimately lower overallperformance (Mitchell & Silver, 1990).”SourceOrdóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.:”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.”http://www.hbs.edu/research/pdf/09-083.pdfKeep in mind:
Idea # 10Do differentthings acrossthe value chain
People dodifferent thingsthey like to doacross the valuechainRationalengagementfocusEmotionalengagementfocusExternalChange DriverInternalChange Driver
Try leading the client toward your idea with aseries of statements he/she agrees with - andthen pitch your idea as if its his / her idea.Sourcehttp://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
Schein, Edgar H.: Process Consultation, p. 98.http://web.hbr.org/email/archive/managementtip.php?date=022610http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiverSources
Source:Creating an Innovation Mindset. An interview with Vijay Govindarajan.http://www.youtube.com/watch?v=sNzkmZdM4A4http://www.economist.com/node/16888745?story_id=16888745Managers must bring infresh voices from outside.
When Jamie Oliver wanted to change theeating habits of kids at a U.S. school, he gottheir attention with a single, disgusting image:A truckload of pure animal fat.Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
Only from outside can one be sure of disinterestedcriticism, astringent appraisal, the rude question.Only from outside can one expect judgments untaintedby the loyalty and camaraderie of insiders, undistortedby the comfortable assumptions held within the walls.Source: Gardner, John W.: On Leadership, p. 130.
Build a just try it culture - emphasize”test and learn” instead of ”plan andexecute.”SourceHamel, Gary: The Future of Management, p. 120.
The need to experiment and failinexpensively in execution is wheremost of the focus is these days.Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.htmlVijay Govindarajan
Source:http://www.businessweek.com/managing/content/may2009/ca2009058_754247.htmhttp://www.buzzmachine.com/about-me/Jeff Jarvis encourages us not to be tooscared to make mistakes. “You need tobe free to fail”, he says.
“Fail often to succeed sooner”Tom Kelley, IDEOSource:http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35http://www.ideo.com/people/tom-kelley
Sourcehttp://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/When you do meet with clients or colleagues,end each meeting with a quick review ofcaptured action steps. The exercise takesless than 30 seconds per person. Eachperson should share what they captured.
1. Does the idea cut costs within x days?2. Does the idea help reduce polution / wastewithin x days?3. Does the idea help more people to learnmore within x days?Examples of criteria to evaluatewhether an idea is valuableAdapted fromhttp://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html