accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter [2017/03/20 07:20] – created hpsamios | accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter [2020/06/04 11:28] (current) – Removed LINKBACK hans | ||
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====== " | ====== " | ||
- | ====== Reference ====== | ||
- | [[https:// | + | ====== Notes and Reviews |
- | + | ||
- | ====== Notes ====== | + | |
Kotter starts with the premise that organizations that have hierarchy and related approaches did so for a reasons of efficiency and these approaches have been highly effective and that if we need to do something that is more innovative we cannot just create a separate " | Kotter starts with the premise that organizations that have hierarchy and related approaches did so for a reasons of efficiency and these approaches have been highly effective and that if we need to do something that is more innovative we cannot just create a separate " | ||
The second organization is set up as a " | The second organization is set up as a " | ||
+ | |||
+ | The basic structure is self-explanatory: | ||
+ | |||
+ | - Many people driving important change, and from everywhere, not just the usual few appointees. But this must be done with proven processes that do not risk chaos, create destructive conflict, duplicate efforts, or waste money. And it must be done with insiders. | ||
+ | - A “get-to” mindset, not a “have-to” one. The desire to work with others for an important and exciting shared purpose, and the realistic possibility of doing so, are key. | ||
+ | - Action that is head and heart driven, not just head driven. You must speak to the genuine and fundamental human desire to contribute to some bigger cause | ||
+ | - Much more leadership, not just more management. The game is about vision, opportunity, | ||
+ | - An inseparable partnership between the hierarchy and the network, not just an enhanced hierarchy. | ||
+ | |||
+ | How do we get this done. Because specific actions within networks accelerates activity, especially strategically relevant activity, Kotter calls the basic processes the Accelerators of which there are eight: | ||
+ | |||
+ | - Create a sense of urgency around a Big Opportunity. | ||
+ | - Build and evolve a guiding coalition. These are individuals from all silos and levels who want to help you take on strategic challenges, deal with hyper-competitiveness, | ||
+ | - Form a change vision and strategic initiatives. That fits a big strategic opportunity and select strategic initiatives that can move you with speed and agility toward the vision. | ||
+ | - Enlist a volunteer army. This Accelerator starts to pull, as if by gravity, the planets and moons into the new network system. | ||
+ | - Enable action by removing barriers. Much of the action here has to do with identifying and removing barriers which slow or stop strategically important activity. Note: Perhaps part of decentralized thinking. Part of mechanism to detect (and deal with obstacles) | ||
+ | - Generate (and celebrate) short-term wins. This action here also ensures that the wins are as visible as possible to the entire organization and that they are celebrated, even if only in small ways. Short term wins carry great psychological power and play a crucial role in building and sustaining a dual system. | ||
+ | - Sustain acceleration. Larger initiatives will lose steam and support unless related sub-initiatives are also completed successfully. It is the opposite of a one-and-done approach and mindset. | ||
+ | - Institute change. Hierarchy’s processes, systems, procedures, and behavior—in effect, helping to infuse the changes into the culture of the organization. | ||
====== Additional Ideas ====== | ====== Additional Ideas ====== | ||
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* "But the truth is that the management-driven hierarchies which good enterprises use and we take for granted are one of the most amazing innovations of the twentieth century. And they are still absolutely necessary to make organizations work." But "We have learned how to launch initiatives within a hierarchical system to take on new tasks and improve performance on old ones. We know how to identify new problems, find and analyze data in a dynamic marketplace, | * "But the truth is that the management-driven hierarchies which good enterprises use and we take for granted are one of the most amazing innovations of the twentieth century. And they are still absolutely necessary to make organizations work." But "We have learned how to launch initiatives within a hierarchical system to take on new tasks and improve performance on old ones. We know how to identify new problems, find and analyze data in a dynamic marketplace, | ||
* In other words, what we need "The processes that run within (a) new network structure look less like systematic management (which creates reliability and efficiency) and more like mobilizing leadership (which creates speed and agility)." | * In other words, what we need "The processes that run within (a) new network structure look less like systematic management (which creates reliability and efficiency) and more like mobilizing leadership (which creates speed and agility)." | ||
+ | * "They create conditions under which people generate not just ideas, but ideas backed by good data from all silos and levels in a hierarchy. They create conditions under which people do not just develop initiatives, | ||
+ | * Management and leadership: | ||
+ | * " | ||
+ | * " | ||
+ | * "The best communication here will not look routine. It will capture people’s attention in a way that almost compels them to be open minded." | ||
+ | * "Wins give credibility to the whole idea of pursuing a new strategic advantage. Celebrations give a needed pat on the back to people who are trying to help. The emotional reward of these pats is positive energy, which not only makes an individual feel good but also has a cumulative effect within the organization." | ||
+ | * "As I use the term here, a “Big Opportunity” is usually the product of changes in an organization’s environment (such as new markets, new advances in technology, or new demands being placed on an enterprise by competition or turmoil), changes inside the organization (such as new products or new people), or both." In other words it is not about the new thing, but a change in direction as a result of some factor. " | ||
+ | * Characteristics of a Big Opportunity - "The most fundamental are: To create a statement which is memorable, smart, and emotionally compelling. To have a product so good that, when top management is asked if they believe in it, and if they want deeply to take advantage of it, everyone in the room will raise their hands, most of them quickly and with total sincerity. To have a statement so good that a few on the executive committee want to help take it to the rest of their organization in order to create a great sense of urgency around that opportunity. When at least two people on the executive committee truly volunteer to help lead the effort—not even knowing exactly what they are volunteering for, how much time it might take, or the difficulty of the task—then you have a good indicator that you have achieved the task of creating a great TBO." | ||
+ | * Functions of the Guiding Coalition include "(1) making sure the network has a change vision that is totally aligned with the Big Opportunity; | ||
+ | * On why we can ask people to participate in both the hierarchical work as well as network work "The key issue here is that people’s energy levels are not a zero-sum number. It’s not the case that, if 20% of your capacity goes into network activities, there is only 80% left over for your regular job. People can expand their energy and expertise to 120% or 150% of current levels, and in a well-functioning dual system they do. If you have never seen this, it can, quite logically, be hard to believe. But most of us have seen this, at least within the context of a whole life. Think of the parent who has no spare time but somehow makes time, without shirking other commitments, | ||
+ | ====== How Is This Book Different To Other Kotter Books ====== | ||
- | ====== Want to Know More ====== | + | The book I've used in the past to guide with work associated with transformations to an agile approach was [[https:// |
+ | The eight step process talked about was very similar to the steps above: | ||
- | {{tag> | + | - Create a sense of urgency |
+ | - Pull together a guiding coalition | ||
+ | - Develop a change vision and strategy | ||
+ | - Communicate for understanding and buy-in | ||
+ | - Empower all others to act | ||
+ | - Produce short term wins | ||
+ | - Don't let up | ||
+ | - Make sure the change sticks | ||
+ | As you can see, the steps line up pretty well. To my way of thinking there is value both books although you would not have to read both to get the value. The main differences are: | ||
+ | |||
+ | * The idea of the "dual operating system" | ||
+ | * There is a discussion of budgeting a transformation in the " | ||
+ | * The " | ||
+ | * " | ||
+ | |||
+ | My experience is that you need elements of " | ||
+ | |||
+ | ====== Want to Know More? ====== | ||
+ | |||
+ | * [[https:// | ||
+ | * [[https:// | ||
+ | |||
+ | |||
+ | {{tag> | ||
- | ~~LINKBACK~~ | ||
- | ~~DISCUSSION~~ |
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