Student

LEADING CHANGE

20/03/07

Apply Kotler' s model for Friday's work.

Good point in Kanter's collectiveness, celebrating small victories

Presentation on Friday

Middle managers often can be seen as blockers, because they r not given extra time to deliver the change

Kotter's model of 8 phases:

1. A sense of urgency

We have to approach the end customer and expand on a national and international level

2. Form a powerful coalition

Avy -Steve-Amir

3. Create a vision

To be an innovative player in male clothing, not only in the Northwest but also....

4. Communicate the vision

Employee involvement, New behaviours-approach the clients

5. Empowerment

Systems of discussion, meetings, exchange of ideas, performance

Encourage results-oriented culture and initiative

Bonuses

6. Short-term wins

Performance bonus for each period and for following KPI's, communication and CRM tools

7. Hire the two key players

New salesmen

Agents who follow the visions

Business development in steps, first in the Southern England, then international targets

8. Articulate connections

Second managerial level strengthened but also every employee for the meetings and goals template in shifts

One of the positive things about crisis(short-term)is that it draws attention to importance

Bottom up change takes a significant amount of time, you cannot contol these solutions as they come from outside the organisation

Structure on Monday

Caleidoscope

Stakeholders

Presentation

Take them through the story of change, sby should get you through and you can be able to guide them through the story of change

Very first slides from yesterday's presentation is the template

.........

Caleidoscope

Reactions to that

Transition management: the very first things we are going to implement will be thw following

We have to make the decision on which of the parts to stress to suit the story

Probably two sheets of A1 (check with the borads)LT3

Tell the Story of the change process

Show the application of the concepts

Communicate the ideas to a mixed audience

You may be tease to explain the selection of the models

You have to leave time for the questions

Need for change:

Pressures outside and inside the business

3 Drivers of Change

i) Drive for profitability

ii) Drive for Growth

iii) Drive for HRM strategy

Vision and implications of the change:

Recommendations of what to change and why

3 Steps to 'Fill in the Gaps'

i) Lower the 'Gaps' - Use Dual site

ii) Fill in the 'Gaps' - Use Sales team

iii) Prevent 'Gaps' reappearing - Use HR manager

Analysis of the internal change context:

Change Kaleidoscope part one

Stakeholder support and resistance:

Examine resistors and champions

Resistors Champions

Business Development Fleetwood branch management

Sales Cambridge Exam board

Recruitment Agency Workers - Part-time

HR Department Project Leaders

NHS Pensions Authority Senior Management

Design intervention:

Change Kaleidoscope part two, force-field analysis, commitment charting

Transition management:

Leadership, projects, pilots, overcoming resistance

Stakeholder analysis

Kotter's Eight Steps of change

1. Establish a Sense of Urgency

− Examine market and competitive realities

− Identify and discuss crises, potential crises, or major opportunities

2. Form a Powerful Guiding Coalition

− Assemble a group with enough power to lead the change effort

− Encourage the group to work as a team

3. Create a Vision

− Create a vision