presentation leading change

7/29/2019 Presentation Leading Change

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Summary of Leading change

Team members

K Sankara Padbhanaban (BUB0912021)

R Prabhu (BUB0912023)

Overview of the book

The books talks about.

Why change fails in organisations.

Eight steps to create change

Need for 21st century.


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Contents of presentation

Summary of Leading change

Relevant examples - NOKIA

Case study from M/s TVS Motor Company Ltd.

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The rate of change is not going to slowdown

anytime soon.

If anything, competition in most industries will

probably speed up even more in the next fewdecades.(John P. Kotter, (1996) Leading change, 1stPreface)

Why change is required?

Our iceberg is melting


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8 stage process of creating major change

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition

3. Developing a Vision & Strategy

4. Communicating the Change Vision

5. Empowering Broad-Based Action

6. Generating Short-Term Wins

7. Consolidating Gains & Producing More Change

8. Anchoring New Approaches in the Culture

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1. Establishing a sense of urgency

Create a sense of urgency by,

Examining the market & competitive realities

Identifying & discussing crisis, potential crisis, major

opportunities


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Create a sense of urgency

A letter from Nokias CEO Stephen Elop to

Nokias employees during 2010 to

create a sense of urgency

Excerpts from the letter

We too, are standing on a "burning platform," and we must decide how we are going

to change our behaviour

there is intense heat coming from our competitors, more rapidly than we ever

expected. Apple disrupted the market by redefining the smartphone

Android created a platform that attracts application developers

what happened at Nokia? We fell behind, we missed big trends, and we lost time.

if we continue like before, we will get further and further behind, while our

competitors advance further and further ahead

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2. Creating a Guiding Coalition

Create a guiding coalition by,

Putting together a group with enough power to lead the

change

Getting the group to work together like a team

4 Key Characteristics of Guiding Coalition

Positional Power: Are enough key players on board, especially the main linemanagers, so those left out can not easily block progress?

Expertise: Are the various points of view, relevant to the tasks at hand,adequately represented so that informed, intelligent decisions can be made?

Credibility: Does the group have enough people, with good reputations, that itspronouncements will be taken serious by the other employees?

Leadership: Does the group include enough proven leaders to be able to drivethe change process?


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Nokias coalition with Microsoft

Nokia collaborated with Microsoft to develop software for its smartphones

on 11th February2011

Nokias CEO Stephen Elop and Microsoft CEO Steve Ballmer

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3. Developing a vision & strategy

Creating a vision to help direct the change effort

Developing strategies for achieving that vision

Characteristics of an Effective Vision

Imaginable: Conveys a picture of what the future will look like

Desirable: Appeals to the long-term interests of employees,

customers, stakeholders

Feasible: Comprises realistic, attainable goals

Focused: Is clear enough to provide guidance in decision making

Flexible: Is it general enough to allow individual initiative &

alternative responses in light of changing condition

Communicable: Is easy to communicate, can be successfully

explained within 5 minutes.


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Nokias 2012 vision & strategy

Nokia's strategy is about delivering great mobile products that sense the

world. Nokia plans to:

Invest strongly in products and experiences that make Lumia smartphones

stand out and available to more consumers;

Invest in location-based services as an area of competitive differentiation

for Nokia products and extend its location-based platform to new

industries; and

Improve the competitiveness and profitability of its feature phone

business.

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4. Communicating the Change Vision

Using every vehicle possible to constantly communicate the

new vision & strategies

Having the guiding coalition role model the behaviour

expected of employees


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Communicating the Change Vision By Nokias CEO

Nokia announces its changed vision to all their employees

through internal meetings, magazines and also in newspapers

Excerpts of the communication

Nokia will adopt Windows Phone as its primary smartphone strategy

Nokia will contribute its expertise on hardware design, language support, and help bring Windows

Phone to a larger range of price points

Nokia and Microsoft will closely collaborate on development, joint marketing initiatives and a

shared development roadmap to align on the future evolution of mobile products

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5. Empowering Broad-Based Action

Getting rid of obstacles

Changing systems or structures that undermine the change vision

Encouraging risk taking & non-traditional ideas, activities & actions

Empowering People to Effect Change

Communicate a sensible vision to employees.

Make sure structures are compatible with the vision.

Provide the training employees need.

Align information and personnel systems to the vision.

Confront supervisors who undercut needed change.


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Communicate a sensible vision

Nokia and Microsoft announce partnership and communicated to all the

peoples

There are other mobile ecosystems. We will disrupt them

There will be challenges. We will overcome them

Success requires speed. We will be swift

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6. Generating Short-Term Wins

Planning for visible improvements in performance, or wins

Creating those wins

Visibly recognizing & rewarding people who made the win

possible

1. Provides evidence that sacrifices are worth it.

2. Reward change agents.

3. Helps fine-tune vision & strategies.

4. Undermine cynics and self-serving registers.

5. Keep bosses on board.

6. Build Momentum.


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Nokias improvements in performance

Nokia launched its smart phone with Microsoft OS called Nokia Lumia, and

seen tremendous success with in 3 moths

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7. Consolidating Gains & Producing More Change

Using increased credibility to change all systems, structures

& policies that dont fit together and dont fit the

transformation strategy

Hiring, promoting, & developing people who can implement

the change vision

Reinvigorating the process with new projects, themes &

change agents


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Increased credibility

Nokia captured 59% windows phone market share globally during July12 and

the trend is increasing continuously.

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8. Anchoring New Approaches in the Culture

Creating better performance through customer- &

productivity oriented behaviour, more and better leadership,

& more effective management

Articulating the connections between new behaviour &

organizational success

Developing means to ensure leadership development &

succession


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Other major topics discussed

Why change fails.

Any change brings pain. But waste and anguish can be avoided.

This arises because of a number of errors

Allowing too much complacency

Failure to create a powerful guiding coalition

Underestimating the power of vision

Under communicating the vision

Permitting obstacles to block the new vision

Failing to create short- term wins

Declaring victory too soon

Neglecting to anchor changes firmly in the corporate culture

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Other major topics discussed

Need for 21st century..

A persistent sense of urgency

Team work at the top

Needs people who can create and communicate vision

Broad base empowerment Empowered employees, Adaptive corporate

culture, No un-necessary interdependence


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Reference for examples

Author unknown, CEOs letter, www.timesofindia.com, retrieved on

08/02/2013/

Author unknown, Nokia strategy, http://press.nokia.com/2012/06/14/nokia-

sharpens-strategy-and-provides-updates-to-its-targets-and-outlook/, retrieved

on 08/02/2013/

Author unknown, communicating vision, www.youtube.com, retrieved on

08/02/2013/

Author unknown, Nokia vision, www.nokia.com

Author unknown, statistics from Localytics, August2012 and Strategy analytics.

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