This document discusses accelerating and leading change in organizations. It identifies common problems in management like complacency, lack of vision, and short-term thinking. Disruption can arrive suddenly and examples of disrupted companies are provided. The eight step process for leading change by John Kotter is summarized, noting the importance of creating urgency, building guiding coalitions, communicating vision, and more. Traditional organizations are contrasted with more innovative "Special Forces." Success factors for change include consistent leadership, communication, commitment to change culture, and continuous improvement.

1. Accelerating and Leading Change
Leif Erik Wollenweber
Vienna, 15.12.2016

2. So what`s the Problem?
Biggeris better!
Doesn`t size make unvulnerable?
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3. New paradigm
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Small is the new Big
Seth Godin

4. 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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5. 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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6. “If I had asked people what they wanted,
they would have said:
faster horses.”
Henry Ford
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7. 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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8. 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The Management-DNA of Taylor and Ford is outdated.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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9. Disruption
Disruption arrives suddenly –
but not unexpectedly
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10. Deterrent cases
Karstadt / 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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11. 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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12. 12
„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:

13. 13
„Change is pain.”
Rock / Schwartz (2006)

14. 14
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

16. 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.

17. 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.

18. 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.

19. 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.

20. 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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21. Traditional organisation & „Special Forces“
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Coordination
Team
1
Team
2
Team
3
Team
4

22. The function of the second system
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Second System develops Innovation
Second System as a management experiment
entire
Organisation
for the

23. 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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25. Many thanks
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Leif Erik Wollenweber
Contact
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