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MANAGEMENT OF CHANGE
- A HBR ARTICLE PRESENTATION -
HOSHEDAR BATLIWALLA
CMBA2 - 1314
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"IT’S NOT SO MUCH THAT WE ARE AFRAID OF CHANGE, OR SO MUCH
IN LOVE WITH THE OLD WAYS, BUT IT’S THE PLACE IN BETWEEN WE
FEAR... IT’S LIKE BEING IN BETWEEN TRAPEZES... THERE’S NOTHING T O
HOLD ONTO.“
- MARILYN FERGUSON(1938-2008, AUTHOR – THE AQUARIAN CONSPIRACY)
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CHANGE AS A HUMAN PROBLEM
• CHANGE IS NOT JUST A PROFESSIONAL CONCEPT. CHANGE IS A NATURAL PART
OF THE HUMAN CONDITION. IT IS LIKELY THAT PEOPLE REACT TO PROFESSIONALCHANGE IN THE SAME WAY AS THEY REACT TO CHANGE IN OTHER ASPECTS OF
THEIR LIVES, SUCH AS MARRIAGE, ACCIDENTS, GROWING UP ETC.
• CHANGE IN ONE ASPECT OF A PERSON’S LIFE WILL HAVE AN EFFECT ON, AND
BE AFFECTED BY, OTHER ASPECTS. REACTIONS TO PROFESSIONAL CHANGE,THEREFORE CAN OFTEN HAVE LITTLE OR NOTHING TO DO WITH THE ACTUAL
CHANGE ITSELF, BUT MAY BE CONDITIONED BY APPARENTLY UNRELATED
FACTORS.
•
CHANGE POSES A POTENTIAL THREAT TO THE ‘KEY MEANINGS’ OF OUR LIVES.KEY MEANINGS PROVIDE STABILITY AND SECURITY, AND MAKE OUR BEHAVIOUR
MEANINGFUL. EXAMPLES OF KEY MEANINGS ARE OUR RELATIONSHIPS WITH
OTHER PEOPLE, OUR PERCEPTION OF OUR STATUS, OUR MORAL OR RELIGIOUS
VALUES, OUR GROUP ALLEGIANCES, OUR HABITS AND ROUTINES. ANY CHANGE
POSES A THREAT TO ONE OR MORE OF THESE KEY MEANINGS.
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THE 8 COMMON ERRORS TOORGANIZATIONAL FAILURE
• ALLOWING TOO MUCH COMPLACENCY
• FAILING TO CREATE A SUFFICIENTLY POWERFUL GUIDING
COALITION
• UNDERESTIMATING THE POWER OF VISION
• UNDER COMMUNICATING THE VISION BY A FACTOR OF
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• PERMITTING OBSTACLES TO BLOCK THE NEW VISION
•
FAILING TO CREATE SHORT TERM WINS• DECLARING VICTORY TOO SOON
• NEGLECTING TO ANCHOR CHANGES FIRMLY IN THE
CORPORATE CULTURE
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THE CONSEQUENCES
• NEW STRATEGIES AREN’T IMPLEMENTED WELL
• ACQUISITIONS DON’T ACHIEVE EXPECTED SYNERGIES
• REENGINEERING TAKES TOO LONG AND COSTS TOO MUCH
• DOWNSIZING DOESN’T GET COSTS UNDER CONTROL
• QUALITY PROGRAMS DON’T DELIVER HOPED-FOR RESULTS
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WHO SAID CHANGE CANNOT BE DONE??
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HOW TO DO IT?THE THOUGHT PROCESS
SUCCESSFUL CHANGE MANAGEMENT IS MORE THAN A SET OF ACTIVITIES
OR TOOLS
– IT IS A WAY OF THINKING AND WORKING.
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Elizabeth Kübler Ross
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CHANGE MANAGEMENT = PAIN MANAGEMENT?
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HTTP://JAKEHUBER.FILES.WORDPRESS.COM/2013/01/1-LEADING-
CHANGE-WHY-TRANSFORMATION-EFFORTS-FAIL.PDF
http://jakehuber.files.wordpress.com/2013/01/1-leading-change-why-transformation-efforts-fail.pdfhttp://jakehuber.files.wordpress.com/2013/01/1-leading-change-why-transformation-efforts-fail.pdfhttp://jakehuber.files.wordpress.com/2013/01/1-leading-change-why-transformation-efforts-fail.pdf
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THE EIGHT STAGE PROCESS OFCREATING MAJOR CHANGE
Leaders who successfully transform businesses do eight things right (and they do them in the right order)
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ESTABLISH A SENSE OF URGENCY
ACTION NEEDED:
• EXAMINING THE MARKET AND COMPETITIVE REALITIES
• IDENTIFYING AND DISCUSSING CRISES, POTENTIAL CRISES,
OR MAJOR OPPORTUNITIES
PITFALLS:
• UNDERESTIMATING THE DIFFICULTY OF DRIVING PEOPLE
FROM THEIR COMFORT ZONES
• BECOMING PARALYZED BY RISKS
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FORM A POWERFUL GUIDING COALITION
ACTION NEEDED:
• ASSEMBLE A GROUP WITH SHARED COMMITMENT AND
ENOUGH POWER TO LEAD THE CHANGE EFFORT
• ENCOURAGE THEM TO WORK AS A TEAM OUTSIDE THE
NORMAL HIERARCHY
PITFALLS:
• NO PRIOR EXPERIENCE IN TEAMWORK AT THE TOP
• RELEGATING TEAM LEADERSHIP TO AN HR, QUALITY, OR
STRATEGIC-PLANNING EXECUTIVE RATHER THAN A SENIOR
LINE MANAGER
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CREATE A VISION
ACTION NEEDED:
• CREATE A VISION TO DIRECT THE CHANGE EFFORT
• DEVELOP STRATEGIES FOR REALIZING THAT VISION
PITFALLS:
• PRESENTING A VISION THAT’S TOO COMPLICATED OR
VAGUE TO BE COMMUNICATED IN MINUTES
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COMMUNICATE THE VISION
ACTION NEEDED:
• USE EVERY VEHICLE POSSIBLE TO COMMUNICATE THE
NEW VISION AND STRATEGIES FOR ACHIEVING IT
• TEACH NEW BEHAVIOURS BY THE EXAMPLE OF THE
GUIDING COALITION
PITFALLS:
• UNDER COMMUNICATING THE VISION
• BEHAVING IN WAYS ANTITHETICAL TO THE VISION
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EMPOWER OTHERS TO ACT ON THE VISION
ACTION NEEDED:• REMOVE OR ALTER SYSTEMS OR STRUCTURES UNDERMINING
THE VISION
• ENCOURAGE RISK TAKING AND NON-TRADITIONAL IDEAS,
ACTIVITIES, AND ACTIONS
PITFALLS:
•
FAILING TO REMOVE POWERFUL INDIVIDUALS WHO RESISTTHE CHANGE EFFORT
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PLAN FOR AND CREATE SHORT-TERM WINS
ACTION NEEDED:
• DEFINE AND ENGINEER VISIBLE PERFORMANCE
IMPROVEMENTS
• RECOGNIZE AND REWARD EMPLOYEES CONTRIBUTING TO
THOSE IMPROVEMENTS
PITFALLS:
• LEAVING SHORT-TERM SUCCESSES UP TO CHANCE
• FAILING TO SCORE SUCCESSES EARLY ENOUGH (12-24
MONTHS INTO THE CHANGE EFFORT)
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CONSOLIDATE IMPROVEMENTS ANDPRODUCE MORE CHANGE
ACTION NEEDED:
• USE INCREASED CREDIBILITY FROM EARLY WINS TO CHANGE
SYSTEMS, STRUCTURES, AND POLICIES UNDERMINING THE
VISION.
• HIRE, PROMOTE, AND DEVELOP EMPLOYEES WHO CAN
IMPLEMENT THE VISION
• REINVIGORATE THE CHANGE PROCESS WITH NEW PROJECTS
AND CHANGE AGENTS
PITFALLS:
• DECLARING VICTORY TOO SOON — WITH THE FIRST
PERFORMANCE IMPROVEMENT
• ALLOWING RESISTORS TO CONVINCE “TROOPS” THAT THE WAR
HAS BEEN WON
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ACTION NEEDED:
• ARTICULATE CONNECTIONS BETWEEN NEW BEHAVIOURS
AND CORPORATE SUCCESS
• CREATE LEADERSHIP DEVELOPMENT AND SUCCESSION PLANS
CONSISTENT WITH THE NEW APPROACH
PITFALLS:• NOT CREATING NEW SOCIAL NORMS AND SHARED VALUES
CONSISTENT WITH CHANGES
• PROMOTING PEOPLE INTO LEADERSHIP POSITIONS WHO
DON’T PERSONIFY THE NEW APPROACH
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INSTITUTIONALIZE NEW APPROACHES
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MANAGEMENT OF CHANGE
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THANK YOU