To gain speed and agility, your organization must transformitself. Transformation today requires insourcing – the bold engagement of yourown people around a vision for change and a sense of urgency.
When combined with rigorous coordination and changeleadership, you will create an organization capable of moving quickly in theface of any change and of generating tangible business results – continuously.
Describe the initial ideas and vision for the project
Kotter’s 8-steps process equips businesses with the meansand method to transform themselves quickly, continuously and with powerful results. His international bestseller Leading Change (1996), is considered by many to be the seminal work in the field of change management.
Unsuccessful transitions almost always founder during at least one of the following phases: generating a sense of urgency, establishinga powerful guiding coalition, developing a vision, communicating the visionclearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory, and embedding changes in the corporate culture.
Meaningful organizational change cannot occur without the cooperation of the affected stakeholders. As a result, creating a sense of urgency for a needed change is the first step senior leaders must take to gain the cooperation of management and employees. Creating a sense of urgency alerts the organization that change must occur and it begins the preparation for change. It must be done well for a change effort to have a meaningful organizational impact. Senior leaders create a sense of urgency by both selling the value of a future state to organizational stakeholders and making the status quo a dangerous place for the stakeholders to remain. In effect, senior leaders create a compelling narrative that tells stakeholders why it is not in their best interest for the organization to stay in its current state.
This is often done through frank discussions about the current market and competitive realities, sharing relevant financial and customer data, and discussing opportunities and crises facing the organization. Communication is critical and the communications about the urgent need for change must be honest. A manufactured sense of urgency will soon be seen for what it is and this will doom a change effort to mediocrity.