Change Leadership

Roma Mohanti, 08/2009

Change Leader

Involves different stakeholder group

Managers, Employees, Unions & Customers

Implies intention & purposeful action to change organisational practice Includes responsibility for decision-making
Move forward with or not introduce change Failure to manage change successfully

Leading Change (Kotter 1996)

Developing Vision and Strategy Communicating the Change vision Successful Change and the Force that Drives it Establishing a sense of urgency Creating the guiding coalition Transforming Organisations Why firms fail Empowering Employees for broad-based action Generating short-term wins Consolidating gains and producing more change Anchoring new approaches in the culture Organisations of the future Leadership and Lifelong Learning

Risk aspects faced during Change

Lack of commitment from top

No sponsorship

Underestimating the vision Allowing obstacles to block the new vision Improperly estimating the change mission Failing to plan and track the change activities
Planning to fail

Failing to create a sufficiently powerful guiding coalition Improperly estimating the drive required to change people Failing to create short term wins Declaring completion inappropriately without checks Improperly establishing changes firmly in organisation

Consequences of no action (risks)

New strategies / programs / initiatives are NOT implemented well or dont achieve expected ROI / payoff Implementation or re-engineering activities take too long and costs too much Quality processes dont deliver expected results Re-organizations dont have expected impacts / results Re-engineering programs fade away Organisation revert inadvertently to reinforce old behaviours

Change Leadership Principles

Establish A Sense Of Urgency

Create Guiding Coalition

Develop Vision & Strategy

Comm. The Change* Vision

Empower for Broad Based Action

Consol. Generate Gains & Short-term Produce Wins Change

Anchor New Approaches In Culture