This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader: 1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way. 2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership. 3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies

1. Strategic Change Leadership
Tony Warner

2.  Recruits, doesn’t just hire
 Breathes vision into people
 Models positive behavior
 Challenges, provokes
 Is intellectually stimulating
 Doesn’t interfere, has courage to let it happen
 Discovers talents
 Builds the habitat for creativity
 Instills ownership

3. Creates the capacity for ongoing
change

4. STRATEGIC LEADERSHIP
 Definition - Ability to anticipate,
envision, maintain flexibility and
empower others to create strategic
change

5. SUBSTANCE AND PROCESS IN
STRATEGIC LEADERSHIP
Strategic Leader
Just-a-Strategist
Doing the right
Knowing the right
things the right way
SUBSTANCE things to do
Visioning Time
Focusing on
the right things. Deadwood Just-a-Manager
Doing the wrong Getting things
things poorly done well
PROCESS
Implementing Getting things done the right way.

6. 1. Determining the organization’s purpose or vision
2. Exploiting and maintaining the organization's core
competencies.
3. Developing the organization's human capital.
4. Sustaining an effective organizational culture.
5. Emphasizing and displaying ethical practices.
6. Establishing balanced organizational controls.

7. What’s Organizational
Change?
….is the management of realigning an organization to
meet the changing demands of its business
environment, including improving service delivery and
capitalizing on business opportunities, underpinned by
business process improvement and technologies. It
includes the management of changes to the
organizational culture, business processes, physical
environment, job design / responsibilities, staff skills /
knowledge and policies / procedures.

8.  Change leader
 A change agent who takes leadership
responsibility for changing the existing pattern of
behavior of another person or social system.
 Change leadership.
 Forward-looking.
 Proactive.
 Embraces new ideas.

9. Change Status quo
Leaders Managers
•Confident of ability •Threatened by
•Willing to take promotes Creativity change
risks avoids
and and •Bothered by
•Seizes opportunity actively and even
Innovation discourages uncertainty
•Expects surprise supports •Prefers predictability
•Makes things •Supports the status
happen quo
•Waits for things to
happen

10.  Top-down change.
 Strategic and comprehensive
change that is initiated with the
goals of comprehensive impact on the organization
and its performance capabilities.
 Driven by the organization’s top leadership.
 Success depends on support of middle-level and
lower-level workers.

11.  Bottom-up change.
 The initiatives for change come from any and all
parts of the organization, not just top management.
 Crucial for organizational innovation.
 Made possible by:
 Employee empowerment.
 Employee involvement.
 Employee participation.

12. External forces for Internal forces for
change: change:
 Globalization
 Arise when change in
 Market competition.
one part of the system
 Local economic
creates the need for
conditions.
change in another part of
 Government laws &
the system.
regulations.
 Technological  May be in response to
developments. one or more external
 Market trends. forces.
 Social forces and
values.

13.  Organizational targets for change:
 Tasks
 People
 Culture
 Technology
 Structure

14. Kurt Lewin’s Change Model
Unfreezing phase. People come to realize
that the old ways of doing things are no
longer appropriate, and that change is
needed. This recognition may occur as a
result of an obvious crisis, or from the
Unfreeze leaders’ efforts to describe threats or
opportunities not yet apparent to most
people in the organization. An
organizational “catharsis” of some kind is
often necessary before the shell of
complacency and self-righteousness is
broken open, and prejudices against
major change removed.
Change
Changing phase. People look for
new ways of doing things and select
an appropriate and promising
approach.
Refreezing phase. The new
Refreeze approach is implemented and it
becomes established.

15.  Phases of planned change
 Unfreezing
 The phase in which a situation is prepared for change
and felt needs for change are developed.
 Changing
 The phase in which something new takes place in the
system, and change is actually implemented.
 Refreezing
 The phase of stabilizing the change and creating the
conditions for its long-term continuity.

16. How Organization Development
Works
Diagnosis Intervention Evaluation
Gathering & Taking Following
analyzing collaborative up to Achieve
Establish a
data, setting action to reinforce terminal
change
change implement and support relationship
relationship
objectives desired change
change
Changing Refreezing
Unfreezing
Planned Change
Process

17. Strategic Change Process
A type of organization change that realigns an organization's
7-S’s
Strategy
Structure
Systems
Skills, Staff, Style
...to fit within a new competitive advantage

19.  FORCE-COERCION
 RATIONAL PERSUASION
 SHARED POWER

20. Change Strategy Power Bases Managerial Behavior
Force-Coercion Legitimacy Direct forcing
and unilateral action
Using position power to Rewards
create change by decree Political maneuvering
and formal authority Punishments and indirect action
Rational Persuasion Informational efforts
Using credible knowledge,
Creating change through demonstrated facts, and
rational persuasion and
Expertise logical argument
empirical argument
Shared Power Participative efforts
To share power and involve
Developing support for Reference others in planning and
change through personal implementing change
values and commitments

21.  Change has a considerable psychological impact
on the human mind. To the fearful it is
threatening because it means that things may get
worse. To the hopeful it is encouraging because
things may get better. To the confident it is
inspiring because the challenge exists to make
things better – King Whitney, Jr
 We must become the change we want to see –
Mahatma Gandhi
 Men make history, and not the other way round.
In periods where there is no leadership, society
stands still. Progress occurs when courageous,
skillful leaders seize the opportunity to change
things for the better – Harry S Truman

22. WHY???

23.  FEAR OF
UNKNOWN
 DISRUPTED
HABITS
 LOSS OF
CONFIDENCE
 LOSS OF
CONTROL

24.  POOR TIMING
 WORK
OVERLOAD
 LOSS OF FACE
 LACK OF
PURPOSE
 INGAINED IN
THE CULTURE

25.  Education and communication
 Participation and involvement
 Facilitation and support
 Facilitation and agreement
 Manipulation and co-optation
 Explicit and implicit coercion

26.  Change comes from tinkering
 Tinkering is an iterative loop
 Iteration provides opportunity for new
information to be put into action plan
 New information can be an innovation driver

29. Plan Do
Define the system Try the change plan on small
Questions and predictions scale
Plan to answer the who, Collect data
what, when, where Begin analysis of data
questions- objectives
Act Study
Adopt, abandon or Complete analysis of data
continue decision Compare data to
What changes need to predictions
be made Summarize what was
Plan continuous learned
improvement

31. 1. Increase Urgency
2. Build the Guiding Team
3. Get the Right Vision
4. Communicate for Buy-In
5. Empower Action
6. Create Short Term Wins
7. Don’t Let Up
8. Make Change Stick

32. Tactical Implementation Steps
Analyze the organization and its need for change: look at the
company's history of changes (successes and failures), patterns of
resistance; analyze the forces for and against change (Force field
analysis)
Create a shared vision and common direction: this should reflect the
values of the company; the vision should include the rationale, the
benefits, personal ramifications
Develop a non-threatening and preferably participative
implementation process: skillfully present plans, make information
readily available; explain the benefits for end users; start small and
simple; go for quick wins; publicize successes
Separate from the past: create a sense of urgency

33. A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide)
 The PMBOK® is an inclusive
term that describes the sum of
knowledge within the
profession of project
management
 PMBOK® Guide Identifies and
describes that subset of the
project management body of
knowledge that is generally
accepted

34.  Project Management differs from other
management efforts…
 Projects are generally very complex
 Projects progress in ―phases‖
 Each phase has unique & different goals,
challenges, timelines and products
 Project Managers must bring together the specific
expertise needed to address unique phase
challenges, release those experts when complete,
and bring together a new set of experts for the
next phase

35.  Project Management concepts and skills
 ―Industry independent‖—concepts and skills
transcend industry boundaries
 Universally applicable to different fields of
work—project management concepts can be
applied to various fields and disciplines such as
Recruiting, Performance Management, Retention
Programs
 Effective project managers must have strong
technical skills in their respective field
 To be an effective project manager in the Human
Resources profession—you must first be a
competent HR Manager!
35

36. Performance
Target
Cost
Schedule
COST - SCHEDULE - PERFORMANCE

37.  Stakeholders
 Anyone actively involved, or have an interest at
stake in the project
 May have influence, responsibility, and authority
over the project
 Project Team
 Individuals that are performing the project work
 Typically involves the use of cross-functional
teams
 Project Management Team
 Project team members that have management
responsibilities for the project

38.  Project Manager
 The individual with overall responsibility for the
project
 Project Sponsor
 The individual with the authority and resources
needed to champion the project effort
 Typically functions as the linking pin between the
project and the parent organization
 Customer
 The individual/organization that represents the
end-user of the project’s resulting product or
service

39.  Project Integration Management
 Ensure that the various elements of the project are
properly coordinated
 Project charter
 Project plan
 Change control
 Project Scope Management
 Ensure that the project includes all of the work, and
only the work required, to complete the project
successfully
 Work breakdown structure
A Guide to the Project Management Body
of Knowledge
(PMBOK® Guide)

40. Common Pitfalls of Implementation
Change took more time than allocated
Unforeseen problems surfaced
Coordination of implementation activities was ineffective
Competing crises distracted attention
Insufficient capabilities and skills of those involved
in the implementation

41. Support a strong leader role: the change advocate role is
critical to create a vision, motivate employees to embrace that
vision and craft a structure to reward those who strive toward
realization of the vision
Line up political sponsorship: broad based support is
important (both formal and informal support); identify target
individuals and groups whose support is needed; define the
critical mass of support needed; identify where each key
player is on the continuum (from "no commitment", "may let it
happen", "help it happen" to "make it happen"
Craft an implementation plan: this plan maps out the
effort

42. ―People change what they
do less because they are
given analysis that shifts
their thinking than because
they are shown a truth that
influences their feelings.‖
John P. Kotter, The Heart of Change

43. Conclusion
Implementing change is both an art and
science. How a Manager implements
change can be almost important as what the
change is. Effective change involves
listening to the various “voices” within the
organization and to the requirements of a
particular situation.

44. The End
Questions ?