1 2009-02-19kent thorén & kristina palm business development execution leading change

12009-02-19 Kent Thorén & Kristina Palm

Business Development Execution

Leading change


Agenda

• Reflections on the Team Process• Overcoming Hurdles of Change• Leading Change by Kotter• Sum up


Reflections on the team process

• Write down the most positive experience from your team process

• Tell your team colleagues what you have written

• Discuss how you can use this in future team work

Time: 10 minutes


Agenda



Execution - Not so Easy

Source: Kim & Mauborgne, 2005

COGNITION

MOTIVATION

RESOURCES

POLITICS


Kurt Lewin (1890-1947)


Unfreezing

Change

Refreezing

Process of Human ChangeKurt Lewin)


Hurdles

• The Cognitive Hurdle– Organization stuck in status quo

• The Resource Hurdle– Limited resources

• The Motivation Hurdle– Employees unmotivated to change

• The Political Hurdle– Opposition from powerful interest

groups/individuals



How can These Hurdles be Overcomed?


• Tipping point leadership

• Concentrate – not diffuse

• Using the strength of • disproportionate influence


Handling Cognitive Hurdles

• Don’t rely on numbers – rely on feelings– Make people see and experience harsh reality in

first hand

-> people become internally driven


Handling Resource Hurdles

• Concentrate on multiplying the value of the resources– Move resources to the activities that have the

highest potential performance gains

• Hot spots– Low resource input but high potential

performance

• Cold spots– High resource input but low output

• Horse trading– Trade unit’s excess resources to fill remaining

gaps


Handling Motivational Hurdles

• Seek massive concentration– Every employee on every level needs to focus

on what he/she can do to contribute to the overall vision

• Zoom in on kingpins– Make sure you have the key influencers in the

organization with you

• Place kingpins in a fishbowl– Make sure the kingpins actions are transparent

to others

• Atomize– Frame the strategic change in a way that people

believed that it is attainable


Handling Political Hurdles

• Don’t fight alone– Identify your detractors and supporters – forget

the middle and strive to create a win-win outcome for both

• Secure a consigliere on your team– A respected senior insider who knew land minds

• Find your angels– Those who will gain most of the strategic change

will be your friends!

• Find your devils– Those who will lost most of the strategic change

will be your worst enemies


Focus on the Tails

Conventional Approach

Breakthrough Approach

Influencing the big crowd

Influencing the few that has disproportional influence


Agenda



http://www.johnkotter.com/index.html

Leading change by John. P Kotter

Professor at Harvard Business School


So what should we do?

1. Create a feeling of need for change– Study the market and the competition situation– Identify and discuss crises, potential crises or large

opportunities

2. Create a guiding coalition– Put together a group with sufficient power to change– Make sure the group work as a team

3. Develop a strategy and a vision– Create a vision that gives the change an orientation– Develop strategies to reach the vision


5. Give power for action on a broad base– Remove obstacles– Change systems or structures that undermine the change

vision– Encourage risk taking and non-traditional ideas, activities

and action

4. Mediate the change vision– Use all opportunities to constantly communicate the new

vision and strategy– Make sure that the guiding coalition lead by example


6. Create short-time profit– Plan for visible performance improvement or "profits"– Give visible acknowledgement and rewards to those who

made the profits possible

7. Consolidate success and produce more changes

– Use the credibility to change all systems, structures and policies that do not fit together and not fit the change vision

– Hire, promote and develop people who can realize the change vision

– Strengthen the process with new projects and change actions


Keep it moving!

"... do it in pieces. Don't declare victory to early. Keep it moving..."


8. Establish the "new" culture– Emphasize the connection between the new behavior

and the success


Unfreezing

Change

Refreezing

Sense ofUrgency

GuidingCoalition

Vision &Strategy

Commu-nicate

Empower Short-termWins

Consoli-dating

Anchoringin Culture

Synthesis: Process of Change(John P Kotter + Kurt Lewin)

1 82 3 4 5 76


Group Assignment – Discuss the two strategies of change

1. Discuss the two strategies for change, e.g. the following questions:

• Are they conflicting or complementary?

• Does the time for publication matter? Kotter: 1996, Blue Ocean Strategy 2005.

2. Document on flip-chart paper.

3. Presentation for the large group.

Time: 10 minutes for discussion, then presentation.

1 2009-02-19kent thorén & kristina palm business development execution leading change

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