LEADING ORGANIZATIONS IN CHANGE Module 10: Organizational Leadership SEMINAR FOXTROT LTC CABANALAN LTC MERCADO LTC MUICO

SCOPE OF PRESENTATION References Answers to the Topic Questions Mind Map for the Key Concepts of Leading Organizations in Change Summary

REFERENCES CHANGE OR DIE by Alan Deutschman LEADING ORGANIZATIONAL CHANGE: A LEADER’S ROLE by Billy Miller and Ken Turner Briefing on Strategic Focused Organization: Being World Class in Strategy Execution Leading Change: Why Transformation Efforts Fail by John P Kotter, Harvard Business Review (2007)

WHY CHANGE IS NECESSARY? INDIVIDUALS ORGANIZATION GROW COMPETE IMPROVE ADAPT SURVIVE * BECAUSE OF THE VUCA (VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS) ENVIRONMENT

QUESTIONS FOR DISCUSSION

Q1. How do leaders recognize when change is needed? Environmental scan Change efforts begin when some individuals or groups start to analyze the prevailing situation (i.e. technological trends, market position, financial performance, competitive position, etc.)

Q2. Should you change a successful organization? Depending on previous success breeds complacency “Maintaining status quo is an organization in decline” Successful organizations unwilling to change become irrelevant (Gen Shinseki US Army) Organizations need to be “agile”

Q3. Why is a behavior change so hard to do? Fear of uncertainty and the unknown People do not like to disrupt the status quo/ routine Difficulty in learning new things

Q4. What is Deutschman’s premise in his article, “Change or Die” Q4. What is Deutschman’s premise in his article, “Change or Die”? Do you agree with him? Changing people’s behavior is difficult Change is not just a crucial strategy for business but a necessity for health Change is necessary for an individual’s self improvement and self preservation

Q5. Do you agree with Kotter’s stages of making change in an organization? Why or why not? Provides a logical, sequential and effective model for implementing change within the organization Takes into consideration the different factors in implementing change Change does not happen “overnight” Leadership is the real engine that drives organizational change

Q6. How do you get buy-in from subordinates who are resistant to change? The key is effective communication to be able to convey the imperatives of change agenda Leaders should be “walk the talk”. Consistency of words and deeds Removing obstacles to the new vision (e.g. current organizational structure, compensation or performance appraisal system, bosses who are resistant to change)

Mind Map in Leading Organizations in Change. Establishing a sense of urgency Allowing too much complacency Failing to create a powerful guiding coalition Creating a guiding coalition Underestimating the power of vision Developing a vision and strategy Undercommunicating the vision ORGANIZATION Communicating the change vision Permitting obstacles to block the vision Empowering broad-based action Failing to create short term wins Framing Generating short- term wins Declaring victory too soon Behavior change Anchoring new approaches in the culture Neglecting to anchor changes firmly in the corporate culture Radical Change Moderate Change Consolidating gains/producing more changes

SUMMARY Change is essential to ensure organizational growth and improvement in a dynamic environment Behavioral change is needed to ensure success in the implementation of the change agenda The Kotter Model of leading changes in the organization remains to be relevant in pursuing organizational change