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.

Leading Organizational Change (LOC) continue

I discussed with my old friends whom are back-benchers of a political party. In our meeting we discussed about the change of management. It was a very lengthy discussion on various aspects. In summary, we have had discussed on the application of Sigmoid Curve. Was it the best time to make the change? I further discussed on the Strategic Pressure Point (SSP), in what specific factors that the change should take place in this political party. We were fully aware on the current political landscape in Malaysia right now, most of the people are not favorable with the current government. This political party should focus on the impact of SSP which are business strategy, organization structure, organizational capability, culture and coordinating system. We realized that the culture in this organization has been changed ever since its establishment. It is to the worst. It may relate to the organization structure and its coordinating system. The new incoming president wants to make the change. We will see the change management plan (CMP) later.

Leading Organizational Change (LOC) continue

This week is the school holiday. I took my leave and spend the whole week in my home town. I met with my friends to discuss and share our view on current political situation. I applied the LOC’s approach in identifying the strategic pressure points (SPP). Well, it seems that we have command views on the SPP. In the discussion we even go further discuss on went the change should take place. I tried to apply the Sigmoid Curve theory. We agreed that the political leaders should change. The change must be done in properly manner. I elaborated on analysis and change management plan (CMP). My friend agreed on the principle and approach. We acknowledge that in any change that has been conducted there is no proper CMP or in most of the cases the CMP is overruled in order to get the immediate result.

Leading Organizational Change (LOC) continue...

This week I was approached by a Human Resource’s personnel on implementation of the merit point system for non-executive staff. The implementation is separate exercise from the existing performance appraisal system. The system is measuring the productivity of each staff on their volume of work against time and quality. It is called TiVoQ. The trial run of the system is implemented in rush without their supervisors understand on the objective and approach of the system. They take it lightly on the important of the communication, communication, communication and communication. I advised her to look back on the eight steps of Kotter’s 8 change model. It still not too late.

Leading Organizational change (LOC) continue....

This week (2^nd to 6^th March 2009), a few changes have occurred in my company. What a coincident, it happen just after I came back from LOC’s class. During the management meeting, I voiced out the necessity of organization re-structure so that each department has clear focus on their business strategy. Furthermore, it will minimize unproductive personal and the redundancy function within the department.

I stated that the association of change with resistance and mentioned about eight steps of Kotter’s change model.

Ironically, at the end of the meeting my CEO instructed all Heads of Department (HODs) to organize a meeting to rationalize the departmental organization chart in order to reduce redundancy and each department has more focus.

We gathered on Tuesday (3^rd March 2009) to discuss on the organization structure. As expected, a lot of resistance to change in the very beginning of the meeting. After a few explanations and the organizational mapping were drawn, apparently the redundancy of function has surfaced out. Nearly two hours gone to address the issue. A few HODs seem upset on the move. After three hours discussion, we managed to drawn the consolidated organizational chart to be submitted to COE for his comment.