Three reasons people oppose Three reasons people oppose

change long-termchange long-term

They don’t have fundamental personal competenciesThey don’t have fundamental personal competencies

They don’t want to learnThey don’t want to learn

They aren’t actively committed to the cause They aren’t actively committed to the cause

Source: ElashSource: Elash

Four blockages to organisational changeFour blockages to organisational change

Ignorance – fear of the unknownIgnorance – fear of the unknown

Lethargy – insufficient pace and urgencyLethargy – insufficient pace and urgency

Committees – stodgy bureaucracy Committees – stodgy bureaucracy

Inflexibility – aversion to risk or learningInflexibility – aversion to risk or learning

Source: Kotter HBR April 2012Source: Kotter HBR April 2012

Four perspectives of change

The financial perspectiveThe customer perspectiveProcess perspectiveLearning and growth perspective

Source: Kaplan and NortonSource: Kaplan and Norton

Five features of a learning organisationFive features of a learning organisation

Systematic problem solvingSystematic problem solving

Experimentation with new approachesExperimentation with new approaches

Learning from their own experience & past historyLearning from their own experience & past history

Learning from the experience & past history of othersLearning from the experience & past history of others

Transferring knowledge quickly and efficientlyTransferring knowledge quickly and efficientlythroughout the organisationthroughout the organisation

Source: Garvin 1993Source: Garvin 1993

Five top management requirements for changeFive top management requirements for change

Create a sense of urgencyCreate a sense of urgencyDevelop competitor focus and awareness at all levelsDevelop competitor focus and awareness at all levelsProvide employees with the skills needed to be effectiveProvide employees with the skills needed to be effectiveGive time to digest one challenge before launching the nextGive time to digest one challenge before launching the nextEstablish clear milestones and review mechanismsEstablish clear milestones and review mechanisms

Source: Hamel and PrahaladSource: Hamel and Prahalad

Eight errors when creating lasting changeEight errors when creating lasting change

Not establishing a great enough sense of urgencyNot establishing a great enough sense of urgency

Not creating a powerful enough guiding coalitionNot creating a powerful enough guiding coalition

Lacking a visionLacking a vision

Undercommiting the vision by a factor of tenUndercommiting the vision by a factor of ten

Not removing obstacles to the new visionNot removing obstacles to the new vision

Not planning for, and achieving short term wins Not planning for, and achieving short term wins

Declaring victory too soonDeclaring victory too soon

Not anchoring changes within the organisational cultureNot anchoring changes within the organisational culture

Source: John KotterSource: John Kotter

Nine attributes of an innovative organisationNine attributes of an innovative organisationChallenge/involvementChallenge/involvement

FreedomFreedom

Trust and opennessTrust and openness

Idea timeIdea time

Playfulness and humourPlayfulness and humour

ConflictConflict

Idea supportIdea support

DebateDebate

Risk taking Risk taking Source: General ElectricSource: General Electric

Managers who manage change well:Managers who manage change well:

Have vision not just reactionsHave vision not just reactions

Care more about achievement than statusCare more about achievement than status

Show they are committed not detachedShow they are committed not detached

Are accessible not unapproachableAre accessible not unapproachable

Are communicators not introvertsAre communicators not introverts

Are politically sensitive not politically ignorantAre politically sensitive not politically ignorant

Take responsibility rather than pass itTake responsibility rather than pass it

Are adaptable not inflexibleAre adaptable not inflexible

Are developing and learning not decliningAre developing and learning not declining

Source: Mike BichardSource: Mike Bichard