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How To Successfully Lead Projects With Professor

John. P. Kotter’s 8-Step Model

Karen Chua Management Consultant

Pink Elephant

How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model © Pink Elephant, 2016. All Rights Reserved.

Welcome & Agenda

1.  Why Change?

2.  Why Firms Fail?

3.  Eight Steps For Managing Organisational Change

4.  Q & Q

ITIL® is a registered trade mark of AXELOS Limited.

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Leading Change

by John Kotter, 1996, 2012

Leading Change

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Why Change?

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Globalisation & Competition

MaturityofMarkets

Interna0onalEconomicIntegra0on

TechnologicalChange

§  Reengineering §  Restructuring §  Quality Programs §  Mergers &

Acquisitions §  Strategic Change §  Cultural Change

If it ain’t broken, don’t fix it!


Why Firms Fail

1.  Allowing too much complacency 2.  Failing to create a sufficiently powerful guiding coalition 3.  Underestimating the power of vision 4.  Under communicating the vision by a factor of 10 5.  Permitting obstacles to block the new vision 6.  Failing to create short-term wins 7.  Declaring victory too soon 8.  Neglecting to anchor changes firmly in the corporate culture

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Consequences: §  New strategies not implemented well §  Reengineering takes too long, costs too much §  Quality program do not deliver expected results


Kotter’s Eight Steps For Leading & Managing Organisational Change

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Establishing a sense of urgency

Creating the guiding coalition

Developing a vision and strategy

Communicating the change vision

Empowering broad-based action

Generating short-term wins

Consolidating gains and producing more change

Anchoring new approaches in the culture

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How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model © Pink Elephant, 2016. All Rights Reserved. 7

The Process Of Change

CSI

Output Future: Cultural

Vision & Plans Input

Baseline: Current Culture

Transition

Change 5. Empower Broad Based

Action 6. Generate Short-Term

Wins 7. Consolidate Changes & Produce More Change

Transition

Refreeze 8. Anchor Changes

In Culture

Unfreeze 1.Establish Sense Of Urgency

2.Create Guiding Coalition 3.Develop Vision & Strategy

4.Communicate Vision & Strategy

Kotter’s Eight Steps For Transformation

Kurt Lewin’s Three-Stage Model


Establishing A Sense Of Urgency

§  What is the sense of urgency for change? §  We are doing fine as we are… §  Why should we change when there is no real problem to fix?

§  50% projects fail at this stage §  No real understanding of ‘why we are implementing change’ §  Sense of urgency at strategic level – not filtered down §  Lack of addressing the heart

§  Burning platforms in IT today §  Globalisation, competition, governance, security etc. §  BYOD, Mobile computing, cloud etc. §  Service quality, reduced budgets etc.

§  Sense of urgency is crucial §  To gain needed cooperation §  To sustain the momentum for change

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How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model © Pink Elephant, 2016. All Rights Reserved. 9

Never Forget

Change comes from the heart not from the head. It is about being shown a truth that influences their feelings.


Ways To Raise The Urgency Level

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HighLevelsOfUrgency

Create A Crisis

Honest Discussions

Eliminate Excess Set High

Targets

Broader Performance

measures

More Data on

Customer Satisfaction

Talk Regularly

To Unhappy Customers

Use Consultants

Wonderful Future


Creating The Guiding Coalition

§  A team powerful enough to sustain the change throughout its journey

§  Right composition, level of trust and common objectives §  Designed to overcome challenges like:

§  CIO/Executive Sponsor moves on: Change project cancelled or scope severely reduced

§  Lack of Credibility: Driven by middle management; Change project cancelled as more strategic business impacting projects take priority

§  Challenging Change Project Dynamics: Long duration; High impact – roles, tools; Complex – global organisations/multi-departments

§  Effective guiding coalition processes more information more quickly, speed up implementation of new approaches, committed to key decisions

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Trust and common goal shared by people with the right characteristics result in a POWERFUL team!


Traits Of A Guiding Coalition

§  Trust & Emotional Commitment §  Sufficient level of trust §  Common objectives §  Right composition of people §  TEAMWORK!

§  Key Roles §  Sponsor – Leadership. Ultimate owner of the change §  Advocates – Senior Management to support the Sponsor §  Agents – Have respect and credibility. Will embed the change §  Need both leadership and management!

§  Key Characteristics (Kotter): §  Leadership – Proven leaders who can drive the change §  Position Power – Key stakeholder representation §  Credibility – Good reputation, taken seriously §  Expertise – Representative SMEs to make effective decisions

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GuidingCoali0on

CommonObjec,ves

RightComposi,onTrust


Developing A Vision & Strategy

§  Leadership is the process of creating a vision for others and having the power to translate it into a reality and sustain it (Kotter’s – Leadership Factor)

§  A good vision statement should:

§  Exercise both the HEAD and the HEART §  Clarify the general direction of the change

program and the intent of the organisation §  Motivate people to take action in the right

direction §  Steer a strategy to coordinate and focus

the actions of many different people

TheVisionStatementdescribesthe

Des,na,onfortheJourneyForward

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Vision Statement

Vision Statement vs. Mission Statement §  A vision statement should not to be confused with a mission statement.

The terms are often used interchangeably. Mission statements are present-based statements designed to convey a sense of why the company exists. Vision statements are future-based and are meant to inspire and give direction.

Example: “To be a regional financial services leader.” (quoted from Maybank.listedcompany.com)

Example: Our vision is to be the go to provider of choice for IT services, excelling in quality of service, innovation and responsiveness to the changing demands of the business.

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An ineffective vision may be worse than no vision at all.

Example: “A leading oil and gas multinational of choice.” (quoted from Petronas.com.my)


Characteristics Of An Effective Vision

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Rule of Thumb: If you cannot describe the vision to someone in 5 minutes and get them

interested, you have a lot of work to do!

Imaginable Desirable

Feasible Focused

Flexible Communicable

Source:LeadingChange,Table5-1,KoHer


Communicating The Change Vision

A great Vision can serve a useful purpose even if it is understood by just a few key people.

But the real power of a Vision is unleashed only when

most of those involved in an enterprise or activity have a common understanding of its goals and direction. The shared

sense of a desirable future can motivate and coordinate the actions that create transformation.

Professor John P. Kotter, Leading Change

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Seven Steps To Success For Communicating The Vision & Strategy

1.  Must come from the heart. 2.  Keep it direct and simple

§  Eliminate jargon and geek speak 3.  Use metaphors, analogies and examples

§  Pictures are worth a thousand words 4.  Use Multiple Forums

§  Normal IT Communication vs. Required Change Vision Communication requirements

5.  Communicate, Communicate, Communicate §  Repeat as often as possible – no fear of over communicating

6.  Lead by example – Be the right role model/walk the talk §  Provide explanations for perceived inconsistencies

7.  Two-way is more powerful and effective than one-way communication

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Empowering Broad-Based Action

Does anyone truly understand the word “Empowerment?”

§  Empower people to take action §  Empower people to make decisions §  Empower people to recommend/make changes §  Empower people to do what is right

§  Empowerment requires guidelines on how far people can go

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Barriers To Empowerment

§  Structures §  Fragmented resources, strong silos disempower people

§  Skills §  Insufficient skills, understanding of necessary skills or training,

wrong attitude §  Systems

§  Personnel and information systems – appraisal, compensation and promotion

§  Supervisors §  Middle Managers discourages actions aimed at implementing

the new Vision – poses a serious threat

Change leaders focus on removing obstacles and barriers.

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Generating Short Term Wins

A Short Term Win describes an improvement in actual or perceived service quality, achieved within a short space of

time with relatively little effort.

There are typically many improvement activities that can be done in a short period of time without necessarily

launching a formal improvement project.

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Visible

Unambiguous

RelatedtotheChange

A Good Short

Term Win


Benefits Of Short Term Wins

Buy-in &

Commitment

Success Feeds

Success

Key Stakeholder

Support

Address Skeptics

Build Confidence In Program

Funding

Why Worry About

QUICK WINS?

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Key Elements Of Short Term Wins

§  Must be planned §  Must be visible §  Must be communicated §  Must add value and be meaningful §  Must be achieved in a short period of time §  Must support sense of urgency and inspire

people to want to act

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Consolidating Gains & Producing More Change

Why it is important to keep moving: §  Success makes it hard for people to

block the change initiative §  Success breeds success §  Retain key resources and skills §  Provide Senior Management and the

guiding coalition data on the viability of the programme/project

§  Assures management and staff that the effort is worth it

§  Creates many visible milestones

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Producing More Change

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Short term wins generate more change

Get more people involved to develop the change

Leadership focuses on maintaining the course

Middle management manages specific change projects

Eliminate unnecessary interdependencies


Anchoring New Approaches In The Culture

New Practices Grafted into Old Culture: §  New practices to be stated and formalized §  Help new practices to grow deep roots, sink down to the core

culture §  Attitude and Behaviour change at earlier stages;

Culture change last §  Culture: behaviour norms, shared values §  Leadership is critical to change the culture §  Management is important to change the structure and systems

Last but not Least: In the end, this last step may well be the most critical to your transformation activities. You have to find the courage and

organisational will to transcend silos, create new governance/ownership structures, new roles and personal performance measures that will

ensure that Executives, Managers and Staff feel personally accountable to actually change their behaviour and embrace the new practices.

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Kotter’s 8 Steps For Leading & Managing Organizational Change

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Establishing a sense of urgency

Creating the guiding coalition

Developing a vision and strategy

Communicating the change vision

Empowering broad-based action

Generating short-term wins

Consolidating gains and producing more change

Anchoring new approaches in the culture

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Time To Get To Work

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QUESTIONS &

QUIZ

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Thank You. Questions?

Karen Chua

[email protected]

@karenchuakc

sg.linkedin.com/in/karenchua

www.pinkelephant.com

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