6 . Plan for and create short term wins 7 . Consolidate improvements and continue to produce change 8 . Institutionalize new approaches
Eight Reasons Why Transformation Efforts Fail ( Kotter , 1995 )
1 . Not establishing a great enough sense of urgency 2 . Not creating a powerful enough coalition 3 . Lack of Vision 4 . Under-communicating the vision by a factor of ten 5 . Not removing obstacles to the new vision 6 . Not systematically planning for and creating short-term wins 7 . Declaring victory too soon 8 . Not anchoring changes in the organizations culture
The Eight Transformation Steps
1 . Establish a Sense of Urgency : Prove the status quo is more dangerous than launching into the unknown . The urgency rate is high enough when about 75 % of leadership is honestly convinced that business as usual is no longer acceptable . Anything less and you will have problems later on in the process .
2 . Form a Powerful Guiding Coalition : Assemble a group with enough power and wherewithal to lead the change effort ; Influence this team to work together and the others will follow . ( ESA a good case ) Major change is impossible unless the head of the organization is an active supporter . The power coalition needs to be powerful in terms of titles , expertise and information , reputations and relationships . The number can be from 3-5 in smaller groups on up to 50 in larger groups . Senior management usually forms the core of the group , but you will also find board members , key customer reps and union leaders . The coalition needs to operate outside of the organization ’ s normal hierarchy , awkward at times but necessary . Companies that fail in this phase have usually under-
36
estimated the difficulties of producing change . Sometimes those failing organizations have no history of teamwork and therefore undervalue the importance of this type of coalition . Efforts lacking a powerful coalition can make progress for a while , but sooner or later opposition gathers together and stops the change .
3 . Create a Vision : Create a vision to help guide the change effort ; Create achievable goals and strategies for achieving those goals and fulfilling the vision . A useful rule of thumb , if you can ’ t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest , you have not yet completed this phase of the process .
4 . Communicate the Vision : Use every available means to communicate the new vision and strategies ; Teach new behaviors using the guiding coalition to set the example for others to imitate ; The guiding coalition must exhibit that which they wish to change in others . They must develop a picture of the future that is relatively easy to communicate and appeals to the entire organization . Success usually requires short-term sacrifices by everyone in the organization . Major change requires the organization ’ s leadership to ‘ walk the walk ’ and become model , living symbols of the new culture . If you know you have people who are going to be tougher to modify than others , consider making them a part of the guiding coalition and / or the vision-creation team , they see things through a different set of eyes which can benefit the transition development plans and their personal involvement can help ease the transition for them personally .
5 . Empower Others to Act on the Vision : Remove obstacles that stand in the way of the changes desired ; Modify systems or structures that seriously undermine the vision ; Encourage risk taking and nontraditional ideas , activities and actions . Involve large numbers of people as change progresses , the more people involved the better the outcome . In the first half of a transformation , no organization has the momentum , power or time to get rid of all of the obstacles .
6. Plan for and create short term wins
7. Consolidate improvements and continue to produce
change
8. Institutionalize new approaches
Eight Reasons Why Transformation Efforts Fail
(Kotter, 1995)
1. Not establishing a great enough sense of urgency
2. Not creating a powerful enough coalition
3. Lack of Vision
4. Under-communicating the vision by a factor of ten
5. Not removing obstacles to the new vision
6. Not systematically planning for and creating short-term
wins
7. Declaring victory too soon
8. Not anchoring changes in the organizations culture
The Eight Transformation Steps
1. Establish a Sense of Urgency: Prove the status quo is more
dangerous than launching into the unknown. The urgency
rate is high enough when about 75% of leadership is honestly
convinced that business as usual is no longer acceptable. Any-
thing less and you will have problems later on in the process.
2. Form a Powerful Guiding Coalition: Assemble a group with
enough power and wherewithal to lead the change effort;
Influence this team to work together and the others will fol-
low. (ESA a good case) Major change is impossible unless the
head of the organization is an active supporter. The power
coalition needs to be powerful in terms of titles, expertise and
information, reputations and relationships. The number can
be from 3-5 in smaller groups on up to 50 in larger groups.
Senior management usually forms the core of the group, but
you will also find board members, key customer reps and
union leaders. The coalition needs to operate outside of the
organization’s normal hierarchy, awkward at times but nec-
essary. Companies that fail in this phase have usually under-
36
estimated the difficulties of producing change. Sometimes
those failing organizations have no history of teamwork and
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