An article wrote by Michael Stanleigh give us a
guide for driving into the crisis and controls the situation. Here you have the
list of steps.
1.
Accept that change is a process
First, recognize that change is a process and to move
from crisis to control, we must follow the process. We must engage everyone in
the change. It is not complex but it is a journey.There were a number of
sub-committees identified:
2. Move
forward step by step
When companies strive to restructure or gain greater
efficiency, experts warn that moving too quickly or failing to carefully
implement changes can be detrimental to the process and ultimate result. But in
the words of John Kotter, “Skipping steps creates only the illusion of speed
and never produces satisfactory results” and “Making critical mistakes in any
of the phases can have a devastating impact, slowing momentum and negating
hard-won gains.
3.
Assess potential risks and generate motivation
First, executives or other players in the organization
need to assess potential risks and stir up a sense of urgency among workers and
stakeholders in order to generate the motivation to spur change within the
firm. However, this sense of urgency has to be strong enough and perpetuated by
outside analysts, consumers, and other voices in order to propel change
forward.
4. Form
a powerful guiding coalition
Once change is identified as the best solution to
market share, profit losses, or other catalysts, leaders throughout the
organization have to band together to guide the transformation process, and
these leaders can include board members, consumers, union leaders, executives,
chairmen, and others.
5.
Create a shared vision for corporate change
The group then coalesces to create a shared vision for
corporate change, and this vision should go beyond the normal five-year forward
looking plan generated at most firms annually and be easily communicated and
clear. A clear vision should also include transformation steps that are
coordinated and propel the organization toward the overall goal, and these
visions should be communicated in not only words and speeches, but also actions
of managers, supervisors, and executives. The transformation of a company
should also include short-term goals that can be tracked to show executives and
workers that progress is being made toward the ultimate vision and that the
long journey will be worth it, even in spite of short-term job cuts for
instance. Experts warn, however, that transformations can take between five and
10 years to complete, and should not be declared as complete until the company
culture has transformed to meet the vision. Leaders will know to tackle other
processes and structures reflecting the old culture of the firm and to engrain
the new behaviors and procedures into workers in order to make the change
complete.
6.
Communicate that vision
Leadership should estimate how much of the vision is
needed, and then multiply that effort by a factor of ten. A transformation
effort will fail unless most of the organization understand, appreciate, commit
and try to make the effort happen. The guiding principle is simple: use every
existing communication channel and opportunity.
7.
Empower others to act on the vision
Remove obstacles there may be to getting on with
change. This entails several actions. Allocate budget money to the new
initiative and free up key people from existing responsibilities so they can
concentrate on the new effort. Allow people to start living the new ways and
make changes in their areas of involvement. Nothing is more frustrating than
believing in the change but then not having the time, money, help or support
needed to effect it.
8. Plan
for and create short-term wins
Real transformation takes time therefore; the loss of
momentum and the onset of disappointment are real factors. Actively plan to
achieve short-term gains which people will be able to see and celebrate. This
will provide proof that efforts are working and adds to the motivation to keep
going.Once change is identified as the best solution to market share, profit
losses, or other catalysts, leaders throughout the organization have to band
together to guide the transformation process, and these leaders can include
board members, consumers, union leaders, executives, chairmen, and others.
9.
Consolidate improvement and keep the momentum for change moving
A premature declaration of victory can kill momentum,
allowing the powerful forces of tradition to regain ground. Keep in mind that
new approaches are fragile and subject to regression. Use the feeling of
victory as the motivation to delve more deeply into the organization: to
explore changes in the basic culture, expose the systems relationships of the
organization that need tuning, and to move people committed to the new ways
into key roles.
10.
Institutionalize the new approaches
At the end of the day, change sticks when it seeps
into the bloodstream of the corporate body and becomes “the way we do things
around here.” This requires a conscious attempt to: show people how the new
approaches, behaviours and attitudes have helped improve the organization and
when the next generation of leaders believe in and embody the new ways.
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