Accelerating and Leading Change

Leif Erik Wollenweber

Vienna, 15.12.2016

So what`s the Problem?

Bigger is better!

Doesn`t size make unvulnerable?

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New paradigm

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Small is the new Big

Seth Godin

Deadly sins I (Management)

1. Pride – Complacency

2. Gluttony – red tape

3. Lack of vision

4. Lack of strategic planning

5. Lack of motivation

6. Sloth – lack of quality

7. Lust - Short sighted shareholder value driven pursuit of more and more

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Deadly sins II (Strategy)

Market leaders feel glued to their position,

their existing products,

their existing processes,

their existing customers!

see Clayton Christensen, Innovator`s dilemma, 1997

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“If I had asked people what they wanted,

they would have said:

faster horses.”

Henry Ford

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Problem-solving approach

From product infatuation to customer benefit.

From manifest to latent wants and needs.

From Scorecards (backward looking) to Scenario

Planning (Convertible) und Agility (trail bike).

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Problem-solving approach

The Management-DNA of Taylor and Ford is outdated.

Disruptive, fast Markets, powerful, challenging customers, pressing stakeholders and the

rise of the „creative class“ (R. Florida) as well of the knowledge worker (P. F. Drucker) demand a new

Management Paradigm!

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Disruption

Disruption arrives suddenly –

but not unexpectedly

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Deterrent casesKarstadt / Arcandor

Klöckner

Kodak

Sony

General Motors

Dresdner Bank

Schlecker

Grundig

Siemens Communication

Nokia Mobile

Blackberry

Lehmann Brothers

WestLB

US / Northwest / Delta Airways

WorldCom

Tyco

Delphi

Philip Holzmann

Xerox

Borders

Loewe

Philipps LED-TV / Lighting

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Threatened by disruption

• New engine technology and energy source

• New driving technology

• Urbanization and shared economy

• New competitors coming from new geographic markets

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„Individuals and organizations give preferred treatment to

alternatives that present continuation of present programs

over those that represent change.”

MARCH/SIMON (1958), S. 175.

or, in short:

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„Change is pain.”

Rock / Schwartz (2006)

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Change is pain?

Yes.

But pain can be

overcome by passion!

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1. Top Management is convinced of its urgency

2. Employees get involved actively and profoundly

3. A Vision exists, that is attractive as well as realistic

4. Every employees knows and understands the Vision

5. The stakeholder management works

6. There is a coherent leadership and management philosophy

7. There is a clear priority in the change management process

Change succeeds when

Eight step process for Leading Change by John Kotter

1. Create a sense of urgency

Craft and use a significant opportunity as a means for exciting

people to sign up to change their organization.

2. Build a guiding coalition

Assemble a group with the power and energy to lead and

support a collaborative change effort.

Eight step process for Leading Change

3. Form a strategic Vision and Initiatives

Shape a vision to help steer the change effort and develop

strategic initiatives to achieve that vision.

4. Communicate and enlist a „volunteer army“

Assemble a group with the power and energy to lead and

support a collaborative change effort.

Eight step process for Leading Change

5. Enable action by removing barriers

Remove obstacles to change, change systems or structures

that pose threats to the achievement of the vision.

6. Generate short-term wins

Consistently produce, track, evaluate and celebrate volumes of

small and large accomplishments – and correlate them to

results.

Eight step process for Leading Change

7. Sustain Acceleration

Use increasing credibility to change systems, structures and

policies that don’t align with the vision; hire, promote and

develop employees who can implement the vision; reinvigorate

the process with new projects, themes and volunteers.

8. Institute Change

Articulate the connections between the new behaviors and

organizational success, and develop the means to ensure

leadership development and succession.

Aspiration and Reality

- Silos

- Red tape

- Insufficient change

management

- Short term thinking

- Complacency

- Demotivation

limiting

Source: Kotter 2014

- Vision

- Cultural

Change

- Innovation

- International-

isation

- Productivity

- Growth

- Agility

- Speed

Need to improve

& accelerate

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Traditional organisation & „Special Forces“

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Coordination

Team

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Team

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Team

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Team

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The function of the second system

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Second System develops Innovation

Second System as a management experiment

entire

Organisationfor the

Success factors of change in a nutshell

8 C`s of leading change

1. Chances instead of threats

2. Constistency in leadership

3. Communicate

4. Consider self interests (What`s in it for me?)

5. Commitment

6. Change culture

7. Constancy

8. Continuous improvement

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Many thanks

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Leif Erik Wollenweber

Contact

Schleiden 45

52525 Heinsberg

Phone +49 2162 3641444

Mobile +49 179 2373773

Email info@leiferikwollenweber.de

Website http://www.leiferikwollenweber.de

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