To gain speed and agility, your organization must transformitself. Transformation today requires insourcing – the bold engagement of your own people around a vision for change and a sense of urgency.
When combined with rigorous coordination and change leadership, you will create an organization capable of moving quickly in the face 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 means and method to transform themselves quickly, continuously and with powerful results. His international bestseller Leading Change (1996), is consideredby 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 vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory, and embedding changes in the corporate culture.
Students will describe the key processes, outlining the largest errors that can doom these efforts and explaining the general lessons that encourage success.
What the Change Vision and Strategy Accomplishes The change vision and strategy give the organization a picture of what the future looks like after the change is implemented. It tells organizational stakeholders why they should let go of the past, sacrifice and work hard in the present, and follow senior leadership into the future. It creates a sensible and appealing picture of the future, and it provides guidance for organizational decision-making. Sensible and appealing are important.
How the Change Vision and Strategy is Developed A critical responsibility for leadership is setting the direction for the organization for the future. For this reason, senior leadership must retain some of the responsibility for creating a high-level description of the change vision and strategy. Delegating all of the responsibility for this step to the guiding coalition is not desirable. Often, it is best for a single senior leader or a small group of senior leaders to make a first draft.
What Does a Successful Change Vision and Strategy Look Like Once completed, senior leadership and the guiding coalition should be able to describe the change vision and strategy in five minutes. It will be easy to communicate. Complexity is not good here! If employees and managers do not understand the desired future, the resulting organizational change initiatives will be unsuccessful. A successful change vision and strategy will identify the areas of change, provide clear and realistic targets for measuring success, and appeal to the long-term interests of organizational stakeholders.