8 Steps for Transforming your Organization
- 1. 8STEPS FOR TRANSFORMING YOUR ORGANIZATION
- 2. 8 STEPS FOR TRANSFORMING YOUR ORGANIZATION Source: John P. Kotter
- 3. Establishing a Sense of Urgency ACTIONS • Examine market and competitive realities for potential crises and untapped opportunities. • Convince at least 75% of your managers that the status quo is more dangerous than the unknown PITFALLS • Underestimating the difficulty of driving people from their comfort zones • Becoming paralyzed by risks Source: John P. Kotter
- 4. Form a powerful guiding coalition ACTIONS • 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 Source: John P. Kotter
- 5. Create a vision ACTIONS • 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 five minutes Source: John P. Kotter
- 6. Communicate the vision ACTIONS • Use every vehicle possible to communicate the new vision and strategies for achieving it. • Teach new behaviors by the example of the guiding coalition. PITFALLS • Undercommunicating the vision • Behaving in ways antithetical to the vision Source: John P. Kotter
- 7. Empower others to act on the vision ACTIONS • Remove or alter systems or structures undermining the vision. • Encourage risk taking and nontraditional ideas, activities, and actions. PITFALLS • Failing to remove powerful individuals who resist the change effort Source: John P. Kotter
- 8. Plan for and create shortterm wins ACTIONS • 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) Source: John P. Kotter
- 9. Consolidate improvements and produce more change ACTIONS • 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 Source: John P. Kotter
- 10. Institutionalize new approaches ACTIONS • Articulate connections between new behaviors 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 Source: John P. Kotter