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and Harvard Business School professor John Cotter
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asserts that 70% of organizational transformations fail
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for a lack of a holistic AKA global approach.
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After 30 years of analyzing the successes and failures of transformation efforts,
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he suggested a change process based on e8 steps,
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whatever the program and the field of change.
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The first step is to create a sense of urgency,
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show that the status quo is no longer acceptable and that it will lead to failure.
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It is difficult to get people out of their habits,
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out of their comfort zone,
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so we have to shake up
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their certainties,
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their self-satisfaction by explaining the risks of not changing.
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show the initiatives and the thread of competitors.
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Describe the results of a SWOT analysis.
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We made a video on the subject.
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Talk about dissatisfied customers and highlight their complaints.
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Describe the impact of new standards or regulations on the company.
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The sense of urgency will trigger a number of
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employees who can become engines of future transformation.
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form a powerful coalition.
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the chances of a successful transformation are minimal.
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Hierarchical power or charismatic leaders can inspire,
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but they will not be enough to bring about a major transformation.
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Cotter recommends a core team of 3 to 5 people
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with different and complementary talents
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who to integrate into the coalition.
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People with authority by their hierarchical status,
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by their charisma
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and their network,
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by their in-depth expertise,
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by their seniority
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choose people that are considered credible and legitimate.
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these people will come from different functions,
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geographic areas
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so that they represent all of the people affected by the change.
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create a vision for change.
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As Cotter points out,
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without a vision,
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the transformation will fail very quickly.
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Assign the coalition to writing the vision for transformation
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at most by involving frontline workers or at least by listening to them.
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vision of the future state must
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both motivate and reassure all the public impacted by the future transformation.
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This transformation project
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has to be aligned with the values of the
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company which will strengthen the legitimacy of the vision.
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According to Cotter,
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the vision will give a meaning,
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The individual contributions will then align with this goal.
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The vision represents also the overall strategy that will be deployed
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to move from the current state
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In some cases at this stage,
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the how to do it,
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the road map will be described.
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Some deployments of change will give employees larger leeway.
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before taking action in step 5,
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will decide and describe how to
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translate the strategy into operational objectives.
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communicate the vision.
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To mobilize the people affected by the change,
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the vision must be shared with the stakeholders of the change.
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what the future will look like and what the overall steps are to get there.
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According to Cotter,
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the communication scenario will be based on two messages one,
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recall the sense of urgency,
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the risks involved in not changing.
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show how the proposed change will avoid
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the disastrous consequences that everyone fears.
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Communication will remain permanent and
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omnipresent throughout the following stages.
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Communication on how to lead the change,
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communication on specifying and readjusting the trajectory,
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on celebrating victories,
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Fifth step enable action and remove obstacles.
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It's time to get people involved in the action
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so that the transformation could also be driven from the ground.
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the employees translate the strategy into action.
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Their motivation will be stronger
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if this operational setting of the vision into an
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action plan is done in a participatory manner.
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During implementation,
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the agents of change deal with and
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overcome the first obstacles encountered in the field
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and inform management about them.
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The initiatives of services and individuals are encouraged and welcomed
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and corrected if they are not consistent with the goal.
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generate short term wins.
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We cannot sustainably mobilize employees if they do not see quick results.
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The risk of shortness of breath arises very quickly,
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especially with transformations that last several months.
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Teams will no longer put energy into change if they don't see the positive signals.
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it's more chaos and overwork that will be visible.
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It is therefore essential
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that all the smallest positive changes are made visible,
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Defining milestones and intermediate objectives
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will therefore maintain the energy
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and dynamism of the agents of change.
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according to Cotter,
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build on change for more change.
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Achieving early results in the short term
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removes the trap of inertia and discouragement.
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These victories also allow to reassure the teams of their ability
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to implement the change and overcome
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the first obstacles they will encounter.
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these short term results are often the result of the easiest and fastest actions.
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These victories are not enough
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to transform the organization.
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We must build on this first momentum for success at
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a sustained pace to push and maximize commitment to action,
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and in particular the actions that will only yield results in the long term.
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Driven by this dynamic of action,
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we will eventually arrive at a critical
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mass of transformative actions which will overcome
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the ever threatening risks of running out of steam
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and disengagement.
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anchor the changes in corporate culture.
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By making new practices which go in the right direction,
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Do not wait until the reorganization is complete
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to consolidate some effective changes.
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Anchor and consolidate changes by official announcements,
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by drafting procedures,
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operating methods,
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when the projected and state has become reality.
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To bring all the operational documents into compliance to underpin the change.
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What to do after the 8th step?
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Celebrate the change.
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Cotter doesn't really talk about it.
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According to him,
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a transformation never stops.
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In each change you make,
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I therefore invite you to make the approach
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of continuous improvement part of its new DNA.
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May the new reorganization be flexible and agile
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enough to adjust to the next transformations.
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