10 Must-Read Articles from HBR as of 2010/2/5

Leading Change: Why Transformation Efforts Fail.

Title: Kotter, John P. 2010/08
(cover story)
Harvard Business Review; Mar/Apr95, Vol. 73 Issue 2, p59-67

Abstract
From Abstract
Skipping steps creates only an illusion of speed and never produces a satisfying result.
Critical mistakes in any of the phases can have a devastating impact
B
E
F
O KeyWord :
R 1) Establishing a Sense of Urgency 2) forming a Powerful Guiding coalition 3) Creating a Vision
E 4) communicating the vision 5) Empowering Others to Act on the Vision 6) Planning for and
creating Short-Term Wins 7) Consolidating Improvements and Producing Still More Change 8)
Institutionalizing New Approaches
Interesting Point

Important Concept from my view or author’s

Pressure for short-term win, walk the talk
A
F I got an idea!
T 소통, 소통, 소통!
E
R Etc.
John Paul Kotter (born 1947) is a professor at the Harvard Business School and author

Pag
e Note
59 The basic goal(각종 혁신기법) has been the same: to make fundamental changes in how
business is conducted in order to help cope with a new, more challenging market
environment.
59 Skipping steps creates only an illusion of speed and never produces a satisfying result.
60 Critical mistakes in any of the phases can have a devastating impact
60 Well over 50% of companies I have watched fail in this first phase.
60 Comfort zone
60 Change, by definition, requires creating a new system, which in turn always demands
leadership.
60 “to make the status quo seem more dangerous than launching into the unknown”
61 Eight Steps to Transforming Your Organization ( table )
1. Establishing a Sense of Urgency
Examining market and competitive realities.
Identifying and discussing crises, potential crises, or major opportunities
2. Forming a Powerful Guiding Coalition
Assembling a group with enough power to lead the change effort
Encouraging the group to work together as a team
61 3.Creating a Vision
Creating a vision to help direct the change effort.
Developing strategies for achieving that vision
4. communicating the Vision
Using every vehicle possible to communicate the new vision and strategies
Teaching new behaviors by the example of the guiding coalition
5. Empowering Others to Act on the Vision
Getting rid of obstacles to change
Changing systems or structures that seriously undermine the vision
Encouraging risk taking and nontraditional ideas, activities, and actions
6. Planning for and creating Short-Term Wins
Planning for visible performance improvements
Creating those improvements
Recognizing and rewarding employees involved in the improvements
7. consolidating Improvements and Producing Still More change
Using increased credibility to change systems, structures, and policies that don’t fit the vision.
Hiring,, promoting, and developing employees who can implement the vision
Reinvigorating the process with new projects, themes, and change agents.
8. Institutionalizing New Approaches
Articulating the connections between the new behaviors and corporate success
www.twitter.com/lovelyhaley03, www.facebook.com/chang21c Want to share knowledge and wisdom with you ^^
 Developing the means to ensure leadership development and succession
62 혁신팀 구성: 최초 3~5명, 큰 조직이거나 일이 많아지게 되면 20~50명까지, 고객, 노조도 포함가능
63 혁신팀 조직 위치: outside of the normal hierarchy by definition ^^
63 No matter how capable or dedicated the staff head, groups without strong line leadership
never achieve the power that is required. (현장 중심!)
63 5분 안 밖으로 비전을 알리고, 상대가 이해하거나 흥미를 가지는 태도를 보이지 않으면 실패!
64 In a routine Q&A with employees at a company facility, they tie their answers back to
renewal goals.
64 “walk the talk”
64 Renewal also requires the removal of obstacles. ex) narrow job categories, a person, 보상-평
가시스템
65 Most people won’t go on the long march unless they see compelling evidence within 12to24
months.
65 Managers often complain about being forced to produce short-term wins, but I’ve found that
pressure can be a useful element in a change effort
66 When it becomes clear to people that major change will take a long time, urgency levels can
drop.
66 While celebrating a win is fine, declaring the war won can be catastrophic.
66 5~10년에 걸쳐 조직문화에 스며들게 하지 않으면 실패하게 된다. 그런데 그 전에 해산한다.
66 승리했다며 집에 돌아온 병사는 다시 승선하려 하지 않는다.
66 Leaders should tackle even bigger problems by short-term wins.
67 In the final analysis, change sticks when it becomes “the way we do things around here.”
67 Poor succession decisions are possible when boards of directors are not an integral part of
the renewal effort.
67 더 많은 실패 요인이 있을 수 있으나 이 8가지 요소가 가장 중요하다.
67 But just as a relatively simple vision is needed to guide people through a major change, so a
vision of the change process can reduce the error rate.

End of page

www.twitter.com/lovelyhaley03, www.facebook.com/chang21c Want to share knowledge and wisdom with you ^^