Change LeadershipRoma Mohanti, 08/2009

Change LeaderInvolves different stakeholder groupManagers, Employees, Unions & Customers

Implies intention & purposeful action to change organisational practice

Includes responsibility for decision-making Move forward with or not introduce changeFailure to manage change successfully

Leading Change(Kotter 1996)Developing Vision and StrategyCommunicating the Change visionSuccessful Change and the Force that Drives itEstablishing a sense of urgencyCreating the guiding coalitionTransforming Organisations Why firms failEmpowering Employees for broad-based actionGenerating short-term winsConsolidating gains and producing more changeAnchoring new approaches in the cultureOrganisations of the futureLeadership and Lifelong Learning

Risk aspects faced during ChangeLack of commitment from topNo sponsorshipUnderestimating the visionAllowing obstacles to block the new visionImproperly estimating the change missionFailing to plan and track the change activitiesPlanning to failFailing to create a sufficiently powerful guiding coalitionImproperly estimating the drive required to change peopleFailing to create short term winsDeclaring completion inappropriately without checksImproperly establishing changes firmly in organisation

Consequences of no action (risks)New strategies / programs / initiatives are NOT implemented well or dont achieve expected ROI / payoffImplementation or re-engineering activities take too long and costs too muchQuality processes dont deliver expected resultsRe-organizations dont have expected impacts / resultsRe-engineering programs fade awayOrganisation revert inadvertently to reinforce old behaviours

Change Leadership PrinciplesEstablishA SenseOf UrgencyCreate GuidingCoalition DevelopVision &Strategy Comm. The Change*VisionEmpower for BroadBasedActionGenerateShort-termWinsConsol. Gains &ProduceChangeAnchorNewApproachesIn Culture