LEADING ORGANIZATIONS

IN CHANGEModule 10: Organizational Leadership

SEMINAR FOXTROT

LTC CABANALAN LTC MERCADO LTC MUICO

SCOPE OF PRESENTATION

References Answers to the Topic Questions Mind Map for the Key Concepts of Leading

Organizations in Change Summary

REFERENCES

• CHANGE OR DIE by Alan Deutschman• LEADING ORGANIZATIONAL CHANGE: A

LEADER’S ROLE by Billy Miller and Ken Turner

• Briefing on Strategic Focused Organization: Being World Class in Strategy Execution

• Leading Change: Why Transformation Efforts Fail by John P Kotter, Harvard Business Review (2007)

WHY CHANGE IS NECESSARY?

INDIVIDUALS ORGANIZATIONGROW COMPETE

IMPROVE ADAPTSURVIVE IMPROVE

* BECAUSE OF THE VUCA (VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS) ENVIRONMENT

QUESTIONS FOR DISCUSSION

Q1. How do leaders recognize when change is needed?

Environmental scan

Change efforts begin when some individuals or groups start to analyze the prevailing situation (i.e. technological trends, market position, financial performance, competitive position, etc.)

Q2. Should you change a successful organization?

Depending on previous success breeds complacency

“Maintaining status quo is an organization in decline”

Successful organizations unwilling to change become irrelevant (Gen Shinseki US Army)

Organizations need to be “agile”

Q3. Why is a behavior change so hard to do?

Fear of uncertainty and the unknown

People do not like to disrupt the status quo/ routine

Difficulty in learning new things

Q4. What is Deutschman’s premise in his article, “Change or Die”? Do you agree with him?

Changing people’s behavior is difficult

Change is not just a crucial strategy for business but a necessity for health

Change is necessary for an individual’s self improvement and self preservation

Q5. Do you agree with Kotter’s stages of making change in an organization?

Why or why not? Provides a logical, sequential and effective

model for implementing change within the organization

Takes into consideration the different factors in implementing change

Change does not happen “overnight” Leadership is the real engine that drives

organizational change

Q6. How do you get buy-in from subordinates who are resistant to change?

The key is effective communication to be able to convey the imperatives of change agenda

Leaders should be “walk the talk”. Consistency of words and deeds

Removing obstacles to the new vision (e.g.

current organizational structure, compensation or performance appraisal system, bosses who are resistant to change)

Mind Map in Leading Organizations in Change.

Establishing a sense of urgency

Creating a guiding coalition

Developing a vision and strategy

Communicating the change vision

Anchoring new approaches in the culture

Consolidating gains/producing more changes

Generating short- term wins

Empowering broad-based action

Allowing too much complacency

Failing to create a powerful guiding coalition

Underestimating the power of vision

Undercommunicating the vision

Neglecting to anchor changes firmly in the

corporate culture

Declaring victory too soon

Failing to create short term wins

Permitting obstacles to block the vision

ORGANIZATION

Behavior change

Framing

Radical Change

Moderate Change

SUMMARY

Change is essential to ensure organizational growth and improvement in a dynamic environment

Behavioral change is needed to ensure success in the implementation of the change agenda

The Kotter Model of leading changes in the organization remains to be relevant in pursuing organizational change