Download - Cpsp implementation part 2
1. Urgency
Major Strategic Change: 8 Steps for Success
2. The guiding coalition
3. Develop vision & strategy4. Communicating the vision
5. Empowering all
6. Short term wins
7. Consolidate and drive
8. Institutionalise change in culture
John Kotter, Harvard Business School.
Corporate visionsv
vvvvv Personal visions
vvv Divisional visions
vvvv Departmental visions
Vision: Shared at all Levels
Group with enough power
Getting them to work together
• Get rid of blockers
• Change undermining systems
• Encourage risk, non traditional ideas and actions
5. Empowering
• Visible performance improvements
• Visibly recognising and rewarding
• Creating wins
6. Short-Term Wins
Time (1 Year)
Relative Product Quality
High
Low
Project 2: Promotion material
Project 3: Telephone answering
Project 1: Product
quality drive
Project 5: After sales
serviceProject 4: Promotion campaign
6.Short-Term Wins
Relative Product
Quality le
vel
Group with enough power
Getting them to work together
• Reinvigorate – new projects
• Use gained credibility to change impediments
• No victory declaration too soon
• Hire and promote doers
7.Consolidating and Building
• Customer and productivity orientated behaviour
8. Institutionalising Change
• Praising new behaviour and success
• Succession
1. Urgency
Major Strategic Change: 8 Steps for Success
2. The guiding coalition
3. Develop vision & strategy4. Communicating the vision
5. Empowering all
6. Short term wins
7. Consolidate and drive
8. Institutionalise change in culture
Group with enough power
Getting them to work together
Duck, J., Lessons from my Three Decades with the Change Monster, Perspectives, The Boston Consulting Group, 2008.
• Be bold. • Be utterly obvious. • Be careful what you promise. • Make commitments stick. • Forget happy and create attitudes to winning.• Take culture seriously and work on it explicitly. • Be responsible and stay responsible - don’t delegate.• Stay connected - ambassadorial core.• Provide interpretation - prevent speculative vacuums. • Celebrate the accomplishments along the way.
Leading Strategic Change
Group with enough power
Getting them to work together
Ducasse, P. and Lutz, T., Assuming leadership: The First 100 days, Perspectives, The Boston Consulting Group, 2003
1. Assess the leadership team: changes within first 30 days. 2. Communicate the vision.3. Meet ten salespeople ‘What the company should do?’4. Meet ten major customers.5. Pay attention to personal habits.6. In turnaround stop all discretionary spending until priorities determined. 7. Learn how the business creates profitability through:
• leverage points and• simple reporting metrics.
8. Act on the balance sheet problems.9. Detect hidden threats and opportunities and apply Band-Aids.10. Board expectations: follow a master communications plan
Experiences of Leading Strategic Change