The Tech Comm business is fundamentally changing before our eyes. We keep adapting, and yet – five years from now, ten years, and beyond, the sector will continue to face new technological, demographic, and economic challenges. In this keynote, Stefan Gentz will outline a brief history of change and unveil the real triggers that drive the world’s top 500 managers to initiate (and approve!) change projects. After a quick check-up of today’s major social and economic forces driving the need for change Stefan will search the North Pole with the audience (yes, Change Management can be fun!) to start a journey through the top errors in change management. Finally, we will conquer the eight stages of successful change management, drop off ballast to climb and will eventually learn why Change Management is not Crisis Management.
1. CHANGETHE
LEADING
by Stefan Gentz, tracom.de @stefangentz
TCUK 2013 • 25 September, 2013 • Bristol, UK • #TCUK13
Leading the Change
Bristol, Marriott City Centre
| 25 September 2013
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5. Heraclitus (535 BC – 475 BC)
»The only constant is change.«
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6. Charles Darwin
»The fittest win because they succeed in adapting
themselves best to their environment.«
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7. »We are the ones we have been waiting for.«
Barack Obama (*1961)
»Change will not come, if we wait
for some other person.
Or if we wait for some other time.
We are the ones we have been
waiting for.«
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8. Mahatma Ghandi (Mahatma Gandhi)
»Be the change you want to see in the world«
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11. Can we change people?
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12. »I haven't the slightest idea
how to change people.
David Sedaris, American Writer (1956)
Can we change people?
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13. »I haven't the slightest idea
how to change people.
But I still keep a long list
of prospective candidates
just in case I should ever
figure it out.«
David Sedaris, American Writer (1956)
Can we change people?
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14. Now, what is Change Management?
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15. »Organizing for successful change management«, McKinsey Global Survey
A Transformation …
»A transformation is a coordinated program, that typically involves
fundamental changes to the organization’s strategy, structures,
operating systems, capabilities, and culture.«
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17. »Organizing for successful change management«, McKinsey Global Survey
A Coordinated Program …
»A transformation is a
coordinated program,
that typically involves
fundamental changes
to the organization's
strategy, structures,
operating systems,
capabilities, and culture.«
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22. »Organizing for successful change management«, McKinsey Global Survey
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
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23. 25 %
Catching up to rival companies
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
»Organizing for successful change management«, McKinsey Global Survey, 2006
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24. 25 %
Catching up to rival companies
27 %
Completing or integrating a merger
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
»Organizing for successful change management«, McKinsey Global Survey, 2006
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25. 25 %
Catching up to rival companies
27 %
Completing or integrating a merger
27 %
Turning around a crisis situation
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
»Organizing for successful change management«, McKinsey Global Survey, 2006
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26. 25 %
Catching up to rival companies
27 %
Completing or integrating a merger
27 %
Turning around a crisis situation
50 %
Turning good into great performance
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
»Organizing for successful change management«, McKinsey Global Survey, 2006
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27. »What do you think was the top one trigger for
initiating a Change Project?«
»Organizing for successful change management«, McKinsey Global Survey, 2006
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28. 56%
Reducing costs
»Organizing for successful change management«, McKinsey Global Survey, 2006
McKinsey: »What are the Top 5 Triggers for
Initiating a Change Management Project?«5
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31. Economic and Social Forces Driving the Need
for Major Change in Organizations
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32. Technological
Change
Economic and Social Forces Driving the Need
for Major Change in Organizations
1. Faster and better transportation
2. Faster and better communication
3. More information networks
connecting people globally
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33. Technological
Change
International
Economy
Economic and Social Forces Driving the Need
for Major Change in Organizations
1. Fewer tariffs (GATT)
2. Currencies linked via floating
exchange rates
3. More global capital flows
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40. Ding Dong! Wake up!
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41. Why is Change so difficult?
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42. »Where is the North Pole?«
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43. Top 8 Errors in Change Projects
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44. Kotter, Kostka, Münch et al.
Allowing too much complacency1
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45. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
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46. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
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47. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
Undercommunicating the vision4
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48. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
Undercommunicating the vision4
Permitting obstacles to block the new vision5
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49. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
Undercommunicating the vision4
Permitting obstacles to block the new vision5
Failing to create short-term wins6
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50. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
Undercommunicating the vision4
Permitting obstacles to block the new vision5
Failing to create short-term wins6
Declaring victory too soon7
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51. Kotter, Kostka, Münch et al.
Allowing too much complacency1
No guiding coalition2
Underestimate the power of vision3
Undercommunicating the vision4
Permitting obstacles to block the new vision5
Failing to create short-term wins6
Declaring victory too soon7
Anchor Changes in Corporate Culture fails8
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52. Make it a success story
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54. Prof. John Paul Kotter, Harvard Business School (*1947)
Establish a Sense of Urgency1
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55. Prof. John Paul Kotter, Harvard Business School (*1947)
Create the Guiding Coalition2
Establish a Sense of Urgency1
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56. Prof. John Paul Kotter, Harvard Business School (*1947)
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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57. Prof. John Paul Kotter, Harvard Business School (*1947)
Communicate the Change Vision4
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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58. Prof. John Paul Kotter, Harvard Business School (*1947)
Empower Employees for Action5
Communicate the Change Vision4
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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59. Prof. John Paul Kotter, Harvard Business School (*1947)
Generate Short-Term Wins6
Empower Employees for Action5
Communicate the Change Vision4
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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60. Prof. John Paul Kotter, Harvard Business School (*1947)
Institutionalize Change7
Generate Short-Term Wins6
Empower Employees for Action5
Communicate the Change Vision4
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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61. Prof. John Paul Kotter, Harvard Business School (*1947)
Create a new Culture8
Institutionalize Change7
Generate Short-Term Wins6
Empower Employees for Action5
Communicate the Change Vision4
Develop Change Vision Strategy3
Create the Guiding Coalition2
Establish a Sense of Urgency1
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63. Bertrand Piccard – Circumnavigated the
world in 19 days in a Hot Air Balloon
Bertrand Piccard (@bertrandpiccard)
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64. How does a hot air bolloon climb?
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65. »You need to drop ballast to climb.«
Bertrand Piccard (@bertrandpiccard)
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67. Why is your change project urgent?1
Name at least three allies for your project.2
What is your vision? What is your strategy?3
Write down a Communication Strategy.4
Name the ressources for the project.5
Specify at least three success gates.6
Name steps to anchor the change.7
Will your changes change Corporate Culture?8
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68. Change Management is not Crisis Management
»Standing at the tomb your missing time and ressources for change.«
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69. Change Management is not Crisis Management
(but can be part of it)
@StefanGentz, 2012
»Standing at the tomb your missing time and ressources for change.«
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