16 Apr Article Spotlight: Leading Change:

Why Transformation Eorts Fail

Posted at 09:07h in Implementing Strategy by Navigate Team

Successful leaders recognize and understand the opportunities and

challenges that come with change. Whether its signicant growth on a
global scale or an adjustment to key processes, change can be unsettling
to employees and must be thoroughly planned for with clear
communication of the rationale and anticipated benets.

In 1995, Harvard Business Review rst published an article on successful

change management written by John P. Kotter, a retired Harvard
Business School professor and author of the book Leading Change. Since
that time, Kotters ideas on executing change have become ingrained in
the practices of strong business leaders.

Kotter presents eight critical steps to implementing change in an

organization, principles that Navigate incorporates regularly as we guide
our clients through transformation. While some of the ideas might seem
simple or obvious, their value cant be underestimated or overlooked
during a transition. To start with, Kotter stresses the importance of
establishing a sense of urgency. Without an explanation of the conditions
or diculties that are driving the change, it will not be easy to inspire
motivation. Similarly, developing and communicating a vision helps
employees better understand the objectives and expectations of the
change. Along the way, Kotter points out the motivating power of short-
term wins, and how formalizing new processes and procedures works to
ensure the positive results continue.
An important lesson learned from Kotters many years observing
organizations manage (or mismanage) transformation is that ample time
must be allotted for each phase of the change process. Trying to rush it
or cut corners can have a devastating impact, slowing momentum and
negating hard-won gains. Again we see how, despite advances in
technology and the ups and downs of the economy, some business
principles continue to stand the test of time.

Click to read: Leading Change:Why Transformation Eorts Fail Harvard

Business Review

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