1. Managing Change – Key Components for Success Participation: Encourage people to make choices and to get involved, leading them to feel responsible and justify their choices Leading and Managing through Symbolic Action: Provide a clear vision and consistently support through language, symbols, rewards, story telling, and recognition Management of Information: Communicate consistent, relentless yet brief messages with vivid examples Reward Appropriate Behavior: Provide desired rewards for critical tasks © 2003, Robert V. Fogel All Rights Reserved.

2. Achieving a Shared Sense of Urgency Creating a Leadership Coalition Evolving with key stakeholders a Vision of the Future Establishing a Strategy for Change Communicating the Change Strategy Involving People Behaving in the New Ways Recognizing Short-Term Wins Consolidating Gains and More Change Institutionalizing the New Ways Organizational Change Places Common Process Demands on Leaders © 2003, Robert V. Fogel All Rights Reserved.

3. High Low DEGREE OF INFLUENCE WITH OTHERS DEGREE OF SUPPORT FOR YOUR AGENDA CHOOSE YOUR CHANGE ALLIES WELL!!! © 2003, Robert V. Fogel All Rights Reserved.

4. Transition Manager Transition Plan Transition Team Transition Resources Feedback Metrics Organizational Transitions Need to Be Managed As If They Were Complex Projects Because…….They Are! © 2003, Robert V. Fogel All Rights Reserved.

5. Cultural Diagnosis Imagine a close friend is joining your unit. What advice would you give? What are the espoused values? What behavior is rewarded by management? What to do to be accepted in the group? What behavior will get them “kicked out” of the group? © 2003, Robert V. Fogel All Rights Reserved.

6. Change Leadership Pitfalls We Have Seen (the dirty dozen) Launching without a vision or well thought-out “game-plan”for change. Poor assumptions about the commitment of your coalition members. Overestimating the sense of urgency in the organization. Not engaging the entire organization in ACTION. Playing Poker with only “part of the deck.” Underestimating how much (redundant) communication is needed. Boredom. Failing to model the new behavior... and to demand it of report to’s. Inadvertently sending mixed-messages (“the glue of the status-quo”). Missing the middle of the organization. Overestimating the power of power. Forgetting that change is an emotional experience. © 2003, Robert V. Fogel All Rights Reserved.

7. Vision/Strategy/Objectives What is our vision ? How will we compete? What are our objectives? Vision/Strategy/Objectives What is our vision ? How will we compete? What are our objectives? Executive Leadership Behavior Information Symbolic action Critical Tasks What key tasks have to get done to implement the strategy? Critical Tasks What key tasks have to get done to implement the strategy? People Do people have the re- quired competencies? Are they motivated? People Do people have the re- quired competencies? Are they motivated? Culture What are the norms, values, attitudes, and behaviors needed? Formal Organization Structure? Controls? Rewards? Careers? PERFORMANCEPERFORMANCE PERFORMANCEPERFORMANCE Leaders Often Emphasize the Vertical CONTEXTCONTEXT H I S T O R Y ENVIRONMENTENVIRONMENT © 2003, Robert V. Fogel All Rights Reserved.

8. Vision/Strategy/Objectives What is our vision ? How will we compete? What are our objectives? Vision/Strategy/Objectives What is our vision ? How will we compete? What are our objectives? Executive Leadership Behavior Information Symbolic action Critical Tasks What key tasks have to get done to implement the strategy? Critical Tasks What key tasks have to get done to implement the strategy? People Do people have the re- quired competencies? Are they motivated? People Do people have the re- quired competencies? Are they motivated? Culture What are the norms, values, attitudes, and behaviors needed? Formal Organization Structure? Controls? Rewards? Careers? PERFORMANCEPERFORMANCE PERFORMANCEPERFORMANCE But, Long Term, REAL Behavioral Change is Often Controlled by the Horizontal CONTEXTCONTEXT H I S T O R Y ENVIRONMENTENVIRONMENT © 2003, Robert V. Fogel All Rights Reserved.

9. Some Summary Thoughts About: Leading Strategic Change (in an established organization)  Strategic change can be bold and visible, or it can sneak up on you. It matters!  Ready-Aim-Fire vs. “FIRE-READY-AIM” is the right approach 90% of the time.  Understanding relevant history and contextual environment always yields great value and leverage.  Opportunity and Performance Gaps differ... …….one starts internally and the other externally.  As in the game of chess... “look at and play the whole board.”  Doing a small number of extremely leveraging things well is more advantageous than trying  to accomplish too many things too quickly  It all comes down to changing behavior... engagement of the “changees” is critical.  Don’t underestimate, or overestimate, the power of power.  A dash of inspiration, of design, and of discipline... is a good recipe.  Change most often fails for lack of consistency, process discipline and follow-through.  “Mixed Signals are the Glue of the Status-Quo”  More than a few MAJOR changes initiated simultaneously yields potential for systems dynamic and chaotic and thus less predictable effects and outcomes.  Change sometimes looks like failure when you are half way through. Sometimes failure is failure and it needs to be diagnosed to provide remedy and redirection. © 2003, Robert V. Fogel All Rights Reserved.

10. Lead Manage StabilityChange Translate New Frames Reinforce New Way Retarget Realign Congruence Control to learn, change Comm/comm/ Challenge Frames Create Gaps Shake Power Tree Model the New Way Enable Realignment Comm/comm/ Reinforce the Frame Set Incremental Goals Protect Power Tree Model the Right Way Preserve Alignment Communicate Support Current Frame Enforce the Right Way Meet Reachable Goals Tune Alignment Control for predictability Communicate During stable times, effective leaders and managers settle into familiar roles and mutual expectations. Change challenges their capabilities and disrupts their relati In stable times, effective leaders and managers settle into familiar roles and mutual expectations.. Change... challenges their capabilities and disrupts their relationships. © 2003, Robert V. Fogel All Rights Reserved.

11. “We trained hard, but it seemed that every time we were beginning to form into teams, we would be re-organized. I was to learn later in life that we tend to meet any new situation by re-organizing and a wonder- full method it can be for creating the illu- sion of progress while producing confusion, inefficiency, and demoralisation.” “We trained hard, but it seemed that every time we were beginning to form into teams, we would be re-organized. I was to learn later in life that we tend to meet any new situation by re-organizing and a wonder- full method it can be for creating the illu- sion of progress while producing confusion, inefficiency, and demoralisation.” Restructuring Is Not Enough! Who said this? © 2003, Robert V. Fogel All Rights Reserved.

12. Roman General Gaius Petronius AD 66 © 2003, Robert V. Fogel All Rights Reserved.

13. Effective leadership is putting first things first. Effective management is discipline, carrying it out. Stephen R. Covey © 2003, Robert V. Fogel All Rights Reserved.

14. Only the wisest and stupidest of men never change. Confucius © 2003, Robert V. Fogel All Rights Reserved.

15. You must be the change you wish to see in the world. Mohandas Gandhi © 2003, Robert V. Fogel All Rights Reserved.

16. It is not necessary to change. Survival is not mandatory. W. Edwards Denning © 2003, Robert V. Fogel All Rights Reserved.