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Our Iceberg Is Melting

MS

Mariana Shchetyna

Transcript

Change Management

Our Iceberg Is Melting

VISION

Step 1

Step 8

Step 6

  • open, honest & convincing dialogue
  • potential threats/possible solutions
  • request support from customers/outside stakeholders to strengthen your argument

Create Urgency

Anchor the Change in Corporate Culture

Create Short-Term Wins

Step 3

Step 5

  • choose sure-fire projects that you can implements without help from any strong critics of the change
  • reward those who help you meet the target
  • talk about progress every chance you get
  • tell success stories
  • include the change ideas & values when hiring & training new staff
  • publicly recognize key members of your original coalition and make sure people know about their contribution
  • create plans to replace key leaders of change as they move on

Remove Obstacles

Step 2

Create a Vision for Change

Step 7

  • determine values central for change
  • create a strategy to execute that vision
  • ensure that your change coalition can describe the vision in 5 minutes or less
  • practice your "vision speech" often
  • identify/hire change leaders
  • make sure that the organizational structure, job descriptions, performance & compensation systems are in line with your change
  • recognize & reward people for making the change happen
  • identify people resisting the change & help them see what's needed

Create a Powerful Coalition

Build on the Change

  • identify true leaders & key stakeholders
  • ask for emotional commitment from your key people
  • work on team building within your coalition
  • people from different jobs & positions

Step 4

  • after every win analyze what was good and what needs improvement
  • set goals to continue building on the change ideas
  • continuous improvement
  • bring in new change agents & leaders in your coalition team

Communicate the Vision

  • talk often about your change vision
  • address people's concerns & anxieties, openly & honestly
  • apply your vision to all aspects of operations
  • LEAD BY EXAMPLE

John Kotter

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