Essay on Change Management

6154 Words Nov 16th, 2015 25 Pages
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B E S T O F H BR
Leaders who successfully transform businesses do eight things right (and they do them in the right order).

Leading Change
Why Transformation Efforts Fail by John P Kotter
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Included with this full-text Harvard Business Review article:
1 Article Summary
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
2 Leading Change: Why Transformation Efforts Fail
10 Further Reading
A list of related materials, with annotations to guide further exploration of the article’s ideas and applications

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Leading Change
Why Transformation Efforts Fail

The Idea in Brief

The Idea in Practice

Most major change initiatives—whether intended to boost quality, improve
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• Underestimating the difficulty of driving people from their comfort zones
• Becoming paralyzed by risks

Form a powerful guiding coalition • Assemble a group with shared commit- • No prior experience in teamwork at the top ment and enough power to lead the change effort.
• Relegating team leadership to an HR, quality, or strategic-planning executive
• Encourage them to work as a team rather than a senior line manager outside the normal hierarchy.

Create a vision • Create a vision to direct the change effort. • Presenting a vision that’s too complicat• Develop strategies for realizing that vision. ed or vague to be communicated in five minutes Communicate • Use every vehicle possible to commu- • Undercommunicating the vision the vision nicate the new vision and strategies for • Behaving in ways antithetical to the achieving it. vision • Teach new behaviors by the example of the guiding coalition.
Empower
others to act on the vision

• Failing to remove powerful individuals
• Remove or alter systems or structures who resist the change effort undermining the vision.
• Encourage risk taking and nontraditional ideas, activities, and actions.

Plan for and create shortterm wins

• Define and engineer visible performance improvements.
• Recognize and reward employees contributing to those improvements.

Consolidate improvements and produce more change

• Declaring victory too soon—with the
• Use increased credibility from early

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