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Leading Change - Why Transformation Efforts Fail

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by

Justin Ruth

on 31 July 2013

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Transcript of Leading Change - Why Transformation Efforts Fail

Leading Change:
Why Transformation Efforts Fail
By: John Kotter

Undercommunicating:
Lack of meetings / Intracompany communications
Walk The Talk
Downsizing / Layoffs
Senior executives behavior detrimental to vision
Lack of vision:
List of confusing and incompatible projects
Plans, directive, programs, procedures, goals, methods and deadlines
Too complicated and blurry
Not anchoring change into corporation's culture:
Declaring victory too soon:
Celebrating short-term wins as victory
Desire to reach vision
Create bigger goals
8 - stages of transformation success:
Weak guiding coalition:
Lack of executive involvement
Underestimate difficulties of producing change
Not removing obstacles:
Organizational structure
Lack of rewards for ideas called for in vision
Systems left intact that are incompatible with new ideals
Lack of short-term wins:
Decrease of urgency
Not clearly recognizing victories
Unable to convince doubters
Not establishing sense of urgency:
50% fail in first stage (comfort zone)
Overestimate success
Lack of patience
Too many managers / Too little leaders
75% of company's management must have buy-in
1. Establishing a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short-term wins
7. Consolidating improvements and producing still more change
8. Institutionalizing new approaches
Not anchoring new behaviors in social norms and values
Show that new behaviors have improved performance
Next generation of management must embrace new approach
Full transcript