October 16, 2019

How to Change Management in 8 Steps – By John Kotter

How to Change Management in 8 Steps.

This is a short video that will reveal you how to change an organization for the better.

  • The representation was very nice. Every business should implement change management in their businesses. Change management have its own advantage which can take your business to heights.

  • Hi Lean Vlog,

    “Perhaps the greatest challenge business leaders [at ALL LEVELS] face today is how to stay competitive amid constant turbulence and disruption….” As you might guess, those are John Kotter’s words, as they appear at the beginning of his award winning HBR article entitled “Accelerate!” Without question, John’s work in the change management arena (both past and present) has definitely set a high-water mark for others to shoot for in terms of the volume of usable knowledge and insight (aka wisdom) that he’s generated.

    That said, his 8-step change management process – as described in the video above – was first introduced to the world back in 1996 in his best-selling book entitled “Leading Change.” It’s been two decades since that article was first published, and the world human beings live in and work in today is a vastly different place than it was back then… climate change, globalization/outsourcing/off-shoring, the ascendance of new global powers, population growth, and increasing wicked sustainability issues are just a few examples of the sorts of challenging issues that are confronting humanity. What that growing list of heretofore unprecedented hurdles means for those who are still living and working – and likely to continue to do so in one way or another for another 20-30 years is that the same THINKING AND BEHAVING patterns that generated these current-state situation (which will likely have tremendous lingering influence over the foreseeable future-state conditions) CANNOT be applied in the context of attempting to resolving these sorts of wicked problems; at least not without some modification(s)/adjustment(s).

    Ergo, when it comes to following a simple 8-step process to bring about the necessary/desired changes – in all relevant contexts)… socio-economic, business, environmental, geo-political, etc. – it’s likely that they are NOT SUFFICIENT to improve upon today’s and tomorrow’s likely state-of-being . In that regard, what I see as missing elements in the 8-step change process are the following:

    1) Defining a TRUE NORTH ORIENTATION (TNO) whose SRATEGIC INTENT is not only to maximize the value-added being generated for the sake of humanity as a whole, but is also COMPELLING to ALL members of an organization/community/society. [Note: This TNO then becomes the “aligning narrative” for the entire organization/community/society.]
    2) Establishing and leveraging a SYTEMIC PERSPECTIVE; one that takes into consideration ALL of the elements/components that make up the SYSTEM and the interdependencies and interactions that exist or need to exist among those components/elements. [Note: That TNO is a vital component/element of the SYSTEM in which it exists and is comprised of the combination of:

    a. A PRIMARY [overarching] PURPOSE or MISSION (which portrays a compelling reason or set of reasons for an organization/community/society to exist… its reason-for-being). This element can – and very well should – replace the notion of urgency. Why? Because it is much more sustainable and much more energizing.
    b. A desired/targeted FUTURE-STATE VISION which defines the core/distinctive characteristics and attributes and competencies of the entity with which people/members choose to be associated and to which they choose to contribute to their maximum abilities.
    c. A set of fundamental VALUES which support and enable the pursuit and on-going evolution of that FUTURE-STATE VISION.
    d. Both near and longer-term OBJECTIVES which define key milestones and the progressive evolution of the individual and collective COMPETENCIES AND COMPETITIVE CAPABILITIES (e.g., at the individual, team/group, department, and enterprise-wide levels in a business context) needed to pursue/fulfill the MISSION and realize the FUTURE-STATE VISION.

    3) Establishing a full-fledged commitment by members of an organization’s senior management staff/team to assume as their PRIMARY RESPONSIBILITY that of creating and sustaining a work ENVIRONMENT which is most conducive to having all members of the organization exercise their fullest discretionary THINKING and BEHAVING, both individually and collectively (i.e., at the individual, team/group, department and enterprise-wide levels), in the pursuit of the TNO.

    4) As part of creating and sustaining such an ENVIRONMENT, a LEADERSHIP ROLE needs to be disseminated throughout the organization/community/society an sustained at ALL LEVELS. In other words, there needs to be a transition away from the traditional LEADER-FOLLOWER modus operandi toward the more efficient and effective LEADER-LEADER modus operandi where the primary responsibility of all TRUE LEADERS is to create and support other LEADERS.

    5) Create, institutionalize, and continuously evolve a LEARNING ORGANIZATION CAPABILITY by practicing and perfecting competencies – at ALL LEVELS – in rapid/adaptive problem-solving and accelerated organizational learning. Why? Because… “the only truly sustainable competitive advantage is the SPEED with which an organization/SYSTEM is capable of learning; and thereby adapting.

    6) Establish an enterprise-wide “C4”-capability (C4 = COMMUNICATION, COOPERATION, COORDINATION, COLLABORATION) in the form of purposeful THINKING AND BEHAVING FORUMS (i.e., Operations and Intelligence (O&I) Forums, Oobeya Rooms, Planning and Execution Sessions) that are conducted with the required operational cadence; and where the organization’s aligning narrative can be continually reinforced so as to facilitate the needed networking and integration between all the SYSTEM components/elements.

    [Note: In a recently published (2017) book entitled “One Mission: How Leaders Build A Team of Teams,” its author, Chris Fussell, describes how the O&I Forum was initially created within the US’ Joint Special Operations Task Force in the process of fighting Al Qaeda around the globe; and how a similar operational structure has been successfully leveraged by a number of large and complex business and municipal organizations.]

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