1. 1 2009-02-19Kent Thorén & Kristina Palm Business Development Execution Leading change

2. 2 2009-02-19Kent Thorén & Kristina Palm Agenda Reflections on the Team Process Overcoming Hurdles of Change Leading Change by Kotter Sum up

3. 3 2009-02-19Kent Thorén & Kristina Palm

4. 4 Reflections on the team process Write down the most positive experience from your team process Tell your team colleagues what you have written Discuss how you can use this in future team work Time: 10 minutes

5. 5 2009-02-19Kent Thorén & Kristina Palm Agenda Reflections on the Team Process Overcoming Hurdles of Change Leading Change by Kotter Sum up

6. 6 2009-02-19Kent Thorén & Kristina Palm Execution - Not so Easy Source: Kim & Mauborgne, 2005 COGNITION MOTIVATION RESOURCES POLITICS

7. 7 2009-02-19Kent Thorén & Kristina Palm Kurt Lewin (1890-1947)

8. 8 2009-02-19Kent Thorén & Kristina Palm Unfreezing Change Refreezing Process of Human Change Kurt Lewin)

9. 9 2009-02-19Kent Thorén & Kristina Palm Hurdles The Cognitive Hurdle –Organization stuck in status quo The Resource Hurdle –Limited resources The Motivation Hurdle –Employees unmotivated to change The Political Hurdle –Opposition from powerful interest groups/individuals Source: Kim & Mauborgne, 2005

10. 10 2009-02-19Kent Thorén & Kristina Palm How can These Hurdles be Overcomed? Source: Kim & Mauborgne, 2005 Tipping point leadership Concentrate – not diffuse Using the strength of disproportionate influence

11. 11 2009-02-19Kent Thorén & Kristina Palm Handling Cognitive Hurdles Don’t rely on numbers – rely on feelings –Make people see and experience harsh reality in first hand -> people become internally driven

12. 12 2009-02-19Kent Thorén & Kristina Palm Handling Resource Hurdles Concentrate on multiplying the value of the resources –Move resources to the activities that have the highest potential performance gains Hot spots –Low resource input but high potential performance Cold spots –High resource input but low output Horse trading –Trade unit’s excess resources to fill remaining gaps

13. 13 2009-02-19Kent Thorén & Kristina Palm Handling Motivational Hurdles Seek massive concentration –Every employee on every level needs to focus on what he/she can do to contribute to the overall vision Zoom in on kingpins –Make sure you have the key influencers in the organization with you Place kingpins in a fishbowl –Make sure the kingpins actions are transparent to others Atomize –Frame the strategic change in a way that people believed that it is attainable

14. 14 2009-02-19Kent Thorén & Kristina Palm Handling Political Hurdles Don’t fight alone –Identify your detractors and supporters – forget the middle and strive to create a win-win outcome for both Secure a consigliere on your team –A respected senior insider who knew land minds Find your angels –Those who will gain most of the strategic change will be your friends! Find your devils –Those who will lost most of the strategic change will be your worst enemies

15. 15 2009-02-19Kent Thorén & Kristina Palm Focus on the Tails Conventional Approach Breakthrough Approach Influencing the big crowd Influencing the few that has disproportional influence

16. 16 2009-02-19Kent Thorén & Kristina Palm Agenda Reflections on the Team Process Overcoming Hurdles of Change Leading Change by Kotter Sum up

17. 17 2009-02-19Kent Thorén & Kristina Palm http://www.johnkotter.com/index.html Leading change by John. P Kotter Professor at Harvard Business School

18. 18 2009-02-19Kent Thorén & Kristina Palm So what should we do? 1. Create a feeling of need for change –Study the market and the competition situation –Identify and discuss crises, potential crises or large opportunities 2. Create a guiding coalition –Put together a group with sufficient power to change –Make sure the group work as a team 3. Develop a strategy and a vision –Create a vision that gives the change an orientation –Develop strategies to reach the vision

19. 19 2009-02-19Kent Thorén & Kristina Palm 5. Give power for action on a broad base –Remove obstacles –Change systems or structures that undermine the change vision –Encourage risk taking and non-traditional ideas, activities and action 4. Mediate the change vision –Use all opportunities to constantly communicate the new vision and strategy –Make sure that the guiding coalition lead by example

20. 20 2009-02-19Kent Thorén & Kristina Palm 6. Create short-time profit –Plan for visible performance improvement or "profits" –Give visible acknowledgement and rewards to those who made the profits possible 7. Consolidate success and produce more changes –Use the credibility to change all systems, structures and policies that do not fit together and not fit the change vision –Hire, promote and develop people who can realize the change vision –Strengthen the process with new projects and change actions

21. 21 2009-02-19Kent Thorén & Kristina Palm Keep it moving! "... do it in pieces. Don't declare victory to early. Keep it moving..."

22. 22 2009-02-19Kent Thorén & Kristina Palm 8. Establish the "new" culture –Emphasize the connection between the new behavior and the success

23. 23 2009-02-19Kent Thorén & Kristina Palm Unfreezing Change Refreezing Sense of Urgency Guiding Coalition Vision & Strategy Commu- nicate EmpowerShort- term Wins Consoli- dating Anchoring in Culture Synthesis: Process of Change (John P Kotter + Kurt Lewin) 18234 576

24. 24 2009-02-19Kent Thorén & Kristina Palm Group Assignment – Discuss the two strategies of change 1.Discuss the two strategies for change, e.g. the following questions: Are they conflicting or complementary? Does the time for publication matter? Kotter: 1996, Blue Ocean Strategy 2005. 2.Document on flip-chart paper. 3.Presentation for the large group. Time: 10 minutes for discussion, then presentation.