Owen sound iceberg additional conclusion if needed
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The document provides 20 ideas for making change happen organized by idea number. The ideas include focusing on high impact changes, making initiatives important and urgent, being a role model, sponsoring initiatives, communicating continuously using social media, telling people what's in it for them, giving and getting feedback, getting outside input, keeping ideas low cost, asking forgiveness over permission, keeping things simple, ending meetings with actions, signaling change through symbols, and celebrating successes. The overarching message is that successful change requires focusing efforts, clear communication, role modeling the change, and testing ideas through a process of continuous improvement.
![Essential to this turnaround was his cultivation
of allies within the community.
For example, he [Jamie Oliver] sought out the
most influential teachers – adults who already
had the trust of the school children. Once they
saw better health was possible, it became a
genuine motivator.
Source
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Owen sound iceberg additional conclusion if needed
- 1. 20 ideas to make change happen
- 2. Idea # 1 Focus. Do 1 thing at a time
- 3. Focus on the one thing that will have the greatest impact. Sources http://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.html http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html http://hbr.org/tip?date=101612
- 4. Source http://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.html Be precise and specific about what to do.
- 5. Idea # 2 Make what you do important and urgent
- 6. DelegateDeposit Not impor- tant Do now Schedule in calendar Impor- tant Urgent Not urgent Source: Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm
- 7. 20% of the results 80% of the results 80% of the time spent 20% of the time spent Source: Pareto’s principle.
- 8. Idea # 3 Be a role model
- 9. Jack Welch: Role model management is – without question – the key to driving behaviours Source Jack Welch. http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
- 10. One way we learn new ways of looking at things is to identify ourselves with a role model, boss, mentor, friend, or consultant, and begin to see things from that other person’s point of view. Source: Schein, Edgar H.: Process Consultation, p. 105.
- 11. Idea # 4 Sponsor the initiative
- 12. The executive sponsors the idea and agrees to fund it and back it through the development and deployment process. Source http://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
- 13. Idea # 5 Get power to do things
- 14. Everyone knows which decisions and actions he or she is responsible for. Most important trait for organizational effectiveness Source Gary L. Neilson, Karla L. Martin, and Elizabeth Powers: The secrets to successful strategy execution.
- 15. Idea # 6 Communicate continuously using social media
- 17. Proactive change Reactive change Revolu- tionary change Conti- nuous change Sources: Agndal, H., Axelsson, B., Melin, L., (2005), Developing Sourcing Capabilities, p 21, John Wiley & Sons Lt. http://arc.hhs.se/download.aspx?MediumId=537, p. 19
- 18. Sudden break with status quo. Large, radical change. Revolutionary change Continuous communication. Continuous improvement. Permanent learning. Small, step-by-step changes. Continuous change
- 19. Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea. Source http://hbr.org/tip?date=090712
- 20. In 2005, Toyota received more than 540,000 improvement ideas from its Japanese employees. Source: Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
- 22. To get your ideas heard: Be passionate, share your enthusiasm. Source http://web.hbr.org/email/archive/managementtip.php?date=051211
- 24. Source: http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdf High energy Low energy Alert Passion Happy Nervous Stressed Upset Sad Depressed Fatigued Calm Relaxed Contented Angry
- 25. Idea # 8 Work with people who want change
- 26. John Kotter: People have got to want to do it Source: http://www.vimeo.com/20000475
- 28. Essential to this turnaround was his cultivation of allies within the community. For example, he [Jamie Oliver] sought out the most influential teachers – adults who already had the trust of the school children. Once they saw better health was possible, it became a genuine motivator. Source http://www.strategy-business.com/article/11205?pg=all
- 30. Activity 10: Very active. 1: Very inactive. Ms Y. Mr. Z Competence 10: Very competent. 1: Not competent. Attitude 10: Very positive. 1: Very negative. Mr. X
- 31. Source: http://news.bbc.co.uk/1/hi/business/7957671.stm What makes the Tata Nano so cheap?
- 32. When we started to connect with what we call the younger high performers, on the other hand - people in their late 20s and early 30s - it was very different. We would have breakfast meetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they were suffocated and that they wanted change. So we started picking out some of these individuals and giving them challenges.” Ravi Kant Source: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007.
- 33. Girish Wagh was in his early 30s when he headed the Tata Nano Project. Source: http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsolet
- 34. Generation Y expects to work in communities of mutual interest and passion, not structured hierarchies. Consequently, people management strategies will have to change so that they look more like Facebook and less like the pyramid structures that we are used to. Sources http://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/ http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/ Vineet Nayar
- 35. ”The most frozen layer in any organization, I think, is the people with experience who think they know best, who believe that nothing can be changed, and who typically exhibit a not-invented-here syndrome. Sources: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007. http://www.hindu.com/2008/06/29/stories/2008062956021300.htm Ravi Kant
- 36. Idea # 9 Set goals for yourself and reach them
- 37. Not goals Change is happening Goals What do I doWhat don’t I do
- 38. Define a 100-day challenge. Source http://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
- 39. Nadim Matta found that huge amounts of talent and resources in developing countries were being devoted to developing top-down solutions for agricultural productivity, clean water, maternal health, and other areas. So instead of experts and officials shaping solutions and giving them to the recipients, Nadim Matta worked with local leaders to challenge the ultimate recipients to come up with their own solutions in 100 days or less, and to use the experts, government officials, and aid workers as resources. Source http://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
- 40. Create a flow of value to customers by “chunking” feature delivery into small increments. Source http://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
- 41. “..being too focused on achieving a specific goal may decrease extra-role behavior, such as helping coworkers (Wright, George, Farnsworth, & McMahan, 1993). Goals may promote competition rather than cooperation and ultimately lower overall performance (Mitchell & Silver, 1990).” Source Ordóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.: ”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.” http://www.hbs.edu/research/pdf/09-083.pdf Keep in mind:
- 42. Idea # 10 Do different things across the value chain
- 43. People do different things they like to do across the value chain Rational engagement focus Emotional engagement focus External Change Driver Internal Change Driver
- 44. Idea # 11 Tell people what is in it for them
- 46. Try leading the client toward your idea with a series of statements he/she agrees with - and then pitch your idea as if it's his / her idea. Source http://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
- 47. Idea # 12 Give and get feedback
- 48. 1. Use ”I” language. 2. Be specific / concrete. Use facts. 3. Give positive, helpful feedback. Give the person a gift. Feedback tips
- 50. Schein, Edgar H.: Process Consultation, p. 98. http://web.hbr.org/email/archive/managementtip.php?date=022610 http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/ http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiver Sources
- 51. Idea # 13 Get inputs from outside
- 52. Source: Creating an Innovation Mindset. An interview with Vijay Govindarajan. http://www.youtube.com/watch?v=sNzkmZdM4A4 http://www.economist.com/node/16888745?story_id=16888745 Managers must bring in fresh voices from outside.
- 53. When Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image: A truckload of pure animal fat. Source http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
- 55. Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question. Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls. Source: Gardner, John W.: On Leadership, p. 130.
- 56. Rational input from outside Rational engagement focus Emotional input from outside Emotional engagement focus External Change Driver Internal Change Driver
- 57. Idea # 14 Keep trying out ideas at low costs
- 58. Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute.” Source Hamel, Gary: The Future of Management, p. 120.
- 59. The need to experiment and fail inexpensively in execution is where most of the focus is these days. Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.html Vijay Govindarajan
- 60. Source: http://www.businessweek.com/managing/content/may2009/ca2009058_754247.htm http://www.buzzmachine.com/about-me/ Jeff Jarvis encourages us not to be too scared to make mistakes. “You need to be free to fail”, he says.
- 61. “Fail often to succeed sooner” Tom Kelley, IDEO Source: http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35 http://www.ideo.com/people/tom-kelley
- 63. "Anyone who has never made a mistake has never tried anything new." Albert Einstein Source http://www.ideachampions.com/weblogs/archives/2011/03/_anyone_who_has.shtml
- 64. Idea # 15 Ask for forgiveness rather than for permission
- 65. ”If you see an opportunity, go for it!” Source Shona Brown, Google. Hamel, Gary: The Future of Management, p. 112.
- 66. What rules could we get rid of today that would increase our ability to create value? Source http://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
- 67. Idea # 16 Keep things simple
- 68. Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html Usability drives adoptability, and therefore it pays to keep things simple.
- 69. Idea # 17 End each meeting with action steps
- 70. Source http://www.innovationmanagement.se/2011/05/09/how-to-make-your- ideas-actually-happen/ When you do meet with clients or colleagues, end each meeting with a quick review of captured action steps. The exercise takes less than 30 seconds per person. Each person should share what they captured.
- 71. Idea # 18 Signal new era by using symbols
- 74. 1. Does the idea cut costs within x days? 2. Does the idea help reduce polution / waste within x days? 3. Does the idea help more people to learn more within x days? Examples of criteria to evaluate whether an idea is valuable Adapted from http://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html
- 75. Idea # 20 Celebrate success experiences
- 76. Source: http://youtu.be/9buGE_vKxcc Celebrate successes using handwritten notes