reflection 111
tao
class19-leadingchange.pptxLeading Org Change
Designing Effective Organizations
BUAD 422
Nathan A. Bragaw, PhD
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Administrivia
Test 2 results
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Star Model of Organization
Strategy
Structure
People
Processes & Lateral Capability
Rewards
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Current Star
Future Star
PRoMPT Model of Org Change
Persuasion
Resources
Moves Toward Alignment
Politics
Timing
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“Communication” is not sufficient.
Address the “Big Four” questions that people will have.
The business leader must be the champion of change.
It is essential that the whole TMT provide visible leadership of the change – with a completely consistent message.
Getting widespread involvement and participation throughout a change process is absolutely the best way to persuade.
Energetically advocate for change
“As a leader, when you reach the point that you feel you’re personally talking up the change initiative at least three times more than you need to, your managers and subordinates will then feel that you’re backing the change.” A.G. Lafley, Chairman, Procter & Gamble
Persuasion
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Change isn’t free.
Dedicate funds for the change initiative.
Staff the change initiative
Monitor and control the change initiative.
- develop metrics and milestones
Provide resources for the change.
Resources
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Make moves around the entire star.
Make moves in functional areas also.
- e.g., operations, marketing, R&D, etc.
Make the moves visible.
Make early and on-going moves toward new alignment.
Moves Toward New Alignment
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Politics
Diagnose key parties
What are the current or emergent coalitions?
Understand the stakes to each?
Anticipate and manage the inevitable politics of change.
down across up outside
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Organizational Change ALWAYS takes longer than you anticipate
Duration of the change campaign is a minor factor in success.
More important: Success depends on how frequently the change campaign is reviewed. Every 6-8 weeks is ideal.
Think in terms of waves, phases and “way stations”.
Remember the importance of early wins.
Be humane with stragglers, but don’t gear the pace to them.
Have a conscious plan for pace and sequence of changes.
Agenda of review: • progress • new roadblocks/issues • modify game plan • next steps
Timing
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Current Star
Future Star
PRoMPT Model of Org Change
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Current Star
Future Star
PRoMPT Model of Org Change
Persuasion
Resources
Moves Toward Alignment
Politics
Timing
11
Key Takeaways from Class
Organizational Change efforts are never easy
It takes commitment from top management, key stakeholders, and employees
This commitment must endure as change efforts often take longer than planned
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For Next Class
Just show up!
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