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Kotter: Leading change: why transformation efforts fail

15 important questions on Kotter: Leading change: why transformation efforts fail

The more general lesson to be learned from the more successful cases is that the change process goes through a series of phases that require a considerable length of time. What happens when steps are skipped? (Kotter)

-It only creates the illusion of speed but doesn't produce a satisfying result

-And mistakes or errors can have a devastating impacts.

There are 8 errors frequently made that results in failed changes. Which 8 are this according to Kotter?

1 Not establishing a great enough sense of urgency

2 Not creating a powerful enough guiding coalition

3 Lacking a vision

4 Undercommunicating the vision by a factor of 10

5 Not removing obstacles to the new vision

6 Not systematically planning for and creating short-term wins

7 Declaring victory too soon

8 Not anchoring changes in the corporation's culture

The first step is to prevent the error of not establishing a great enough sense of urgency. How do most successful change efforts begin regarding this step? And why is this first step essential? (Kotter)

When individual's/groups start to look at the companies situation and then find ways to communicate this information broadly and dramatically, especially with respect to (potential) crises or great opportunities. This is essential because just getting a transformation program started requires aggressive cooperation of many individuals.

How can the second error: "not creating a powerful enough guiding coalition" be prevented? (Kotter)

In successful transformations the chairman, president or division general managers + 5-50 other people, come together to develop a shared commitment to excellent performance through renewal. This coalition should be pretty powerful.

What happens when the second error: "not creating a powerful enough guiding coalition" occurs? (Kotter)

Efforts that don't have a powerful enough guiding coalition can make apparent progress for a while. But, sooner or later, the opposition gathers itself together and stops the change.

How can the third error: "lacking a vision" be prevented? (Kotter)

In every successful transformation effort the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to others. A vision always goes beyond numbers. It says something that helps clarify the direction in which an organization needs to move.

When does the third error: "lacking a vision" occur? (Kotter)

If you can't communicate the vision to someone in 5 minutes or less and get a reaction that signifies understanding and interest, you are not yet done with this phase.

What are 3 common communication patterns regarding to Kotter, that suit the fourth error: undercommunicating the vision by a factor of ten.

1 A good vision is developed but only communicated by holding a single meeting or sending out a single communication

2 The head of the organizations spends a considerable amount of time making speeches to employee groups, but most people still don't get it.

3 Much efforts goes into newsletters/speeches, but some very visible senior executives still behave in ways that are antithetical (tegengesteld) to the vision. This results in cynicism going up and belief in the communication goes down.

How can the fourth error: "Undercommunicating the vision by a factor of ten" be prevented? (Kotter)

When executives use all existing communication channels to broadcast the vision: use every possible channel. Use communication in words and deeds: the latter is the most powerful. Be consistent with your words.

Communication is never sufficient by itself. Renewal also requires removal of obstacles. Explain this fifth error of Kotter.

In the first half of the transformation an organization can't get rid of all obstacles. But the big ones must be confronted and removed. Action is essential to empower others and to maintain the credibility of the change effort.

What happens when the sixth error: "not systematically planning for and creating short-term wins" occurs? (Kotter)

Without short-term wins, too many people give up or actively join the ranks of those people who have been resisting change. Creating short-term wins is different from hoping for short-term wins. Managers have to be active.

How to successful transformation manager prevent the sixth error: "not systematically planning for and creating short-term wins"? (Kotter)

Manager actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions and money. Commitments to produce short-term wins help keep the urgency level up and force thinking that can clarify or revise visions.

When does the seventh error: "declaring victory too soon" occurs? (Kotter)

After a few years of hard work, managers may be tempted to declare victory with the first clear performance improvement. Until changes sink deeply into a company's culture, (5-10 years) new approaches are fragile and subject to regression.

How can managers prevent the seventh error: "declaring victory too soon"? (Kotter)

Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems.

How can the eighth error: "not anchoring changes in the corporation's culture" be handled according to Kotter?

Two factors are important to institutionalize change in corporate culture:

1 A attempt to show people how the new approaches, behaviors, and attitudes have helped improve performance.

2 Taking time to make sure the next generation of top management really does personify the new approach.

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Kotter: Leading change: why transformation efforts fail

15 important questions on Kotter: Leading change: why transformation efforts fail

The more general lesson to be learned from the more successful cases is that the change process goes through a series of phases that require a considerable length of time. What happens when steps are skipped? (Kotter)

There are 8 errors frequently made that results in failed changes. Which 8 are this according to Kotter?

The first step is to prevent the error of not establishing a great enough sense of urgency. How do most successful change efforts begin regarding this step? And why is this first step essential? (Kotter)

How can the second error: "not creating a powerful enough guiding coalition" be prevented? (Kotter)

What happens when the second error: "not creating a powerful enough guiding coalition" occurs? (Kotter)

How can the third error: "lacking a vision" be prevented? (Kotter)

When does the third error: "lacking a vision" occur? (Kotter)

What are 3 common communication patterns regarding to Kotter, that suit the fourth error: undercommunicating the vision by a factor of ten.

How can the fourth error: "Undercommunicating the vision by a factor of ten" be prevented? (Kotter)

Communication is never sufficient by itself. Renewal also requires removal of obstacles. Explain this fifth error of Kotter.

What happens when the sixth error: "not systematically planning for and creating short-term wins" occurs? (Kotter)

How to successful transformation manager prevent the sixth error: "not systematically planning for and creating short-term wins"? (Kotter)

When does the seventh error: "declaring victory too soon" occurs? (Kotter)

How can managers prevent the seventh error: "declaring victory too soon"? (Kotter)

How can the eighth error: "not anchoring changes in the corporation's culture" be handled according to Kotter?

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