New York University Week 5 John Kotter Plan Accelerating Change Discussion After reading John Kotter’s Work, Accelerating Change Power Point, which step re

New York University Week 5 John Kotter Plan Accelerating Change Discussion After reading John Kotter’s Work, Accelerating Change Power Point, which step resonated with you the most and why? 1
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
2
AGENDA
1
Why Change?
2
Kotter’s 8-Step Process
3
Kotter’s Dual Operating System
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
3
CHANGE
IS
HARD
70% of change
efforts fail.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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Become a Change Leader
Our organization needs many more change leaders.
▪ Leaders exist at every level.
▪ Leadership is a choice.
▪ Change begins one leader at a time.
We must:
▪ Model the change.
▪ Not force the change upon others.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
8
AGENDA
1
Why Change?
2
Kotter’s 8-Step Process
3
Kotter’s Dual Operating System
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 1
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STEP 1
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STEP 1
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STEP 1
ESTABLISH OUR SENSE OF URGENCY
We need to get urgent about
what—exactly?
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 1
ESTABLISH OUR SENSE OF URGENCY
We must not:
▪Leap to creating vision or strategy before we’ve made our
urgency undeniable
▪Focus exclusively on building a “rational” business case with
lengthy, expensive analysis
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
16
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Complacency and
false urgency
kill change.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
17
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Recognize Complacency
▪ Do we delegate critical issues to consultants or task forces?
▪ Do we refuse to confront the bureaucracy and politics
that slow down important initiatives?
▪ Are our discussions too inwardly focused and not
enough about markets, emerging technology, competitors,
and the like?
continued on the next slide
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
18
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Recognize Complacency
▪ Do we use highly selective facts to shoot down data that
suggest a big hazard or opportunity?
▪ Do we regularly blame others for significant problems
instead of taking responsibility and changing?
▪ Do we discuss our past failures, not to learn from them,
but to stop or stall new initiatives?
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
19
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Find False Urgency
▪Do we have trouble scheduling meetings on important
initiatives because we’re too busy with other matters?
▪Do we end key meetings without deciding what must happen
next, other than scheduling another meeting?
▪Do we spend long hours developing PowerPoint
presentations on almost anything?
continued on the next slide
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 1
ESTABLISH OUR SENSE OF URGENCY
Find False Urgency
▪Do we run from meeting to meeting, rarely focusing
on the most critical hazards or opportunities?
▪Do we make cynical jokes that distract from the real
issues and undermine important discussions?
▪Do we say, “We must act now,” but then fail to do
anything?
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Based on the books and articles by John P. Kotter
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21
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Truly urgent behavior is:
▪ Focused externally on important issues
▪ Alert, fast-moving
▪ Relentless
▪ Continuously purging irrelevant activities to make time
for important ones, and to prevent burnout
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
22
STEP 1
ESTABLISH OUR SENSE OF URGENCY
Tactics for building true urgency:
▪ Bring outside reality in.
▪ Behave with urgency every day.
▪ Find opportunity in crisis.
▪ Communicate!
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
23
STEP 1
ESTABLISH OUR SENSE OF URGENCY
What are we urgent about?
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Based on the books and articles by John P. Kotter
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STEP 2
CREATE OUR GUIDING COALITION
A guiding coalition must have
three things:
1.A shared objective
2.Trust
3.The right people—power, expertise, credibility
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 2
CREATE OUR GUIDING COALITION
No egos
No snakes
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 2
CREATE OUR GUIDING COALITION
A diverse many,
not a limited few
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 2
CREATE OUR GUIDING COALITION
The power of volunteerism
▪Passion powers change
▪“Want to” and “get to,” not “have to” change
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 2
CREATE OUR GUIDING COALITION
Who should be in our guiding
coalition?
How can we enlist volunteers?
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Based on the books and articles by John P. Kotter
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STEP 3
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STEP 3
DEVELOP OUR CHANGE VISION
Six things that make a vision
effective:
1.Is bold but achievable
2.Paints a vivid picture of the future
3.Appeals to employees’ hearts (and minds)
4.Is specific enough to help individuals make decisions
and trade-offs
5.Is flexible enough to adapt to changing conditions
6.Is easy to communicate quickly—in 60 seconds
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Based on the books and articles by John P. Kotter
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STEP 3
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STEP 3
DEVELOP OUR CHANGE VISION
How will we define the initiatives
needed to make our change vision
a reality?
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STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Communicating our vision
must be:
▪ Constant
▪ Heartfelt
▪ Consistent
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Whose buy-in do we need?
To whom are we communicating?
Everyone who needs to make adjustments
in what they do, how they do it, and with
whom they do it.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
38
STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Be a broken record.
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Based on the books and articles by John P. Kotter
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STEP 4
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STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
State our vision constantly,
everywhere.
▪ Project updates
▪ Financial updates
▪ All-staff meetings
▪ Dedicated space on the intranet
▪ Trainings
▪ One-on-one conversations
It all adds up.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Walk the talk.
▪ Match words and deeds.
▪ Behave in ways that are consistent with our vision.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
42
STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Address naysayers:
▪ Invite the lions in.
▪ Then respond respectfully to attacks.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 4
COMMUNICATE OUR VISION FOR BUY-IN
Where and how will we
communicate our vision?
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Based on the books and articles by John P. Kotter
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STEP 5
EMPOWER BROAD-BASED ACTION
Common barriers:
▪Mindset: People don’t believe change is possible.
▪Systems: Formal structures (e.g., information sharing,
performance management) make it difficult to act.
▪Bosses: Key players discourage employees from behaving
differently.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
47
STEP 5
EMPOWER BROAD-BASED ACTION
Why can’t we just use project
management to effect change?
▪Project management is important, but it’s not enough.
▪Changing culture and behavior demands much more.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
48
STEP 5
EMPOWER BROAD-BASED ACTION
What are our barriers?
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Based on the books and articles by John P. Kotter
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STEP 6
GENERATE SHORT-TERM WINS
Compelling evidence—
immediately
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Based on the books and articles by John P. Kotter
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STEP 6
GENERATE SHORT-TERM WINS
Short-term wins must be:
▪ Visible
▪ Unambiguous
▪ Relevant
▪ Celebrated
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 6
GENERATE SHORT-TERM WINS
Short-term wins serve many
purposes:
▪ Make sacrifices worth it
▪ Undermine resisters
▪ Build momentum
▪ Enable the guiding coalition to fine-tune the vision
and change initiatives
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 6
GENERATE SHORT-TERM WINS
Communicate short-terms wins
to the organization frequently
and everywhere:
▪ Dedicated section on intranet
▪ Bulletin boards in public areas
▪ In regular email updates
▪ On screen savers
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 6
GENERATE SHORT-TERM WINS
Where and how will we publicize
our successes?
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Based on the books and articles by John P. Kotter
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STEP 7
NEVER LET UP
Maintain momentum:
▪Don’t declare victory prematurely
▪Keep urgency up
▪Eliminate unnecessary, demoralizing work
▪Continue learning from experience
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 7
NEVER LET UP
Eliminate unnecessary work.
Cancel unnecessary meetings.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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STEP 7
NEVER LET UP
Does our problem still feel
urgent and relevant?
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STEP 8
INCORPORATE CHANGE INTO OUR CULTURE
To embed change into our culture:
▪It’s OK if resisters leave.
▪It’s imperative that we promote the right people.
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
61
STEP 8
INCORPORATE CHANGE INTO OUR CULTURE
The change becomes
“the way we do things
around here.”
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
62
AGENDA
1
Why Change?
2
Kotter’s 8-Step Process
3
Kotter’s Dual Operating System
Your company logo
(change on master)
Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing
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company
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THANK YOU!
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Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing

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