Leading Organizational Change (LOC) continue

This week, I mostly discussed with my subordinates on the failure of change initiatives in the company. We discussed on the John P. Kotter’s methodology steps;
1- Establishing a Sense of Urgency;
2- Forming a Powerful Guiding Coalition;
3- Creating a vision;
4- Communicating the Vision;
5- Empowering Others to Act on the Vision;
6- Planning for Creating Short-Term wins;
7- Consolidating Improvement and Producing Still more change;
8- Institutionalizing New Approach.
As according to Kotter, there is not short cut on the steps to be taken to ensure the success of transformation initiative. Our lengthy discussion can be concluding that in our company we don’t do enough on the following steps:
- Lack in sense of urgency;
- Very loose guiding coalition;
- No proper vision;
- No throughout communication;
- No short-term wins;
- Improvement on ad-hoc basis;
In short, our change initiative usually fail and should take consideration of kotter’s 8 steps to esure the success of transforming regardless how small in the initiative.

Leading Organizational Change (LOC) continue

This week, the news of our company re-organization has been spread over to all staff. The official news will be announced by Group HR. Ironically, many people referred to me as Management Representative of the company. I have to explain correctly and wisely to all the people on the management’s intention. I used the concept of Strategic Pressure Point (SSP). The areas are business strategy, organization structure, organizational capability, culture and coordinating system. Since the company’s business strategy has changed to explore overseas market, the organization structure should directly change to suit the business strategy and to ensure the organizational capability is met. It is related to the strategic pressure point of the company should be business diversification, local marketplace factors and business expansion. They were fully understood and ready to make their own decision whether to join the company in overseas market or otherwise.

Leading Organizational Change (LOC) continue

My staff met me this week to discuss on their future carrier. This is because the management has decided that the SHE department will be operated independently from the holding company. Two of them met me in separate occasions this week at my office. I have used the similar approach that I learned at UEM Leadership Centre. The Strategic Pressure Point (SSP) and the Sigmoid Curve. I discussed in length especially on the application of Sigmoid Curve this is because one of them is more than 10 years in the Group. Is it the right time for they move to the subsidiary company instead of the holding company? Is it the opportunity greater here or there? I also elaborate on the impact of SSP which are business strategy, organization structure, organizational capability, culture and coordinating system. The culture is the most difficult to suit and to be changed upon for individual in the organization. Now they have proper guidance to decide for their future carrier.