Many current companies know that, if you want to deal with the crisis, is necessary to make an organizational change. However, often unaware of how to make it happen. Where to begin? Who to involve?
There are many theories about how to "do" this change. Many of them come from John P. Kotter, professor at the Harvard Business School expert changes. In his book Leading the change, Kotter presents a process that includes the following eight steps:
1. Prints a sense of urgency
For change to occur, is necessary to avoid the happy speech of managers and get everyone in the company aware of the urgent need for change. You really want. This is necessary to cause the initial motivation to promote a shift towards the new place you want to reach.
Kotter sugiere this, for the change to happen successfully, the 75% of leaders and managers of the company must "buy" the change. Therefore, in this first phase of creating a sense of urgency you have to work hard and invest time and energy before moving to the next stage.
2. Form a powerful guiding committee
To lead a shift team of influential people whose power can come from the experience necessary, of positions filled, their credibility or their status within the company.
Once formed the steering committee, need to work as a team, in the continuous construction of urgency and momentum around the need for change.
3. Create a vision for change
When people know what the company aims to achieve by following a particular line of work, They will see for themselves what they are trying to achieve with their work and will do more productively. Hence, the steering committee needs to develop a clear vision, a brief summary that captures "what you see" as the future of the organization, with which everyone can understand why they are being asked to do that.
For this vision to be effective, have to address the interests of all stakeholders affected by it and must be describable, at most, in five minutes.
4. Communicate the vision
What you do with the vision after you create will determine the success of change. To communicate vision, the steering committee should not only do it on special meetings convened for that purpose, but I do it every chance you get, with strength and enthusiasm.
To anchor this vision and keep it fresh in everyone's mind, is necessary to demonstrate to the people working in your company that can be used to make decisions and solve problems. With this you get all to remember and act accordingly.
It is also important that the vision for all credible. Do not hesitate to lead by example; since it is much more impressive to others what you do than what you say.
5. It removes obstacles.
It usually happens in companies that there are processes or structures that hold back change, and people who resist him.
Removing these barriers is critical to advancing. Contributing to this set rewards for people who work for change and identify people who resist the change in order to motivate them and help them see what they need to overcome their reluctance.
6. Generate short-term wins.
Nothing motivates like success. Hence, is very important to celebrate the achievements of the early stages of the change process. Depending on the exchange rate, if over a period of a month or a year, members of the company do not see tangible results are achieved, the process can be damaged by people more critical and negative toward him. Is why it is so important to create not only a long-term but also short-term goals.
The task force for change will have to work hard to reach the objectives; but always bearing in mind that each "victory" in the short term can be very motivating for all staff.
7. Consolidate gains and generates more change.
To make real change happen in profound and consolidate, a powerful methodology is the Kaizen: continuous improvement. After every achievement you have to analyze what went well and what needs improvement to continue to set goals in order to build on the momentum that has already been achieved. Early wins are only the beginning of what needs to be done to achieve the long-term changes.
8. Anchor the change in corporate culture.
Last, to make any changes to stay, it must be part of the core of the organization. Continued efforts to ensure the change must be seen in all aspects of your business. This will help change occupy a solid place in the culture of your team.
It is more likely that companies that fail are those who are too impatient and expect results too soon.
Follow these eight steps will help, clearly, drive the change you need in your business to be part of their organizational culture. Thus, You get to declare it a real victory.