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

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

3. 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)

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

5. QUESTIONS FOR DISCUSSION

6. 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.)

7. 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”

8. 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

9. 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

10. 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

11. 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)

12. 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

13. 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