20 ideas to make change
happen
Idea # 1Focus.
Do 1 thing at a time
Focus on the one thing that will have the greatest impact.
Sourceshttp://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.html http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html http://hbr.org/tip?date=101612
Sourcehttp://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.html
Be precise and specific about what to do.
Idea # 2 Make what you do
important and urgent
DelegateDepositNot
impor-tant
Do nowSchedule in calendar
Impor-tant
UrgentNot
urgent
Source: Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm
20% of the results
80% of the results
80% of the time spent
20% of the time spent
Source: Pareto’s principle.
Idea # 3 Be a role model
Jack Welch: Role model management is – without question – the key to driving behaviours
Source Jack Welch. http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
One way we learn new ways of looking at things is to identify ourselves with a role model, boss, mentor, friend, or consultant, and begin to see things from that other person’s point of view.
Source: Schein, Edgar H.: Process Consultation, p. 105.
Idea # 4 Sponsor
the initiative
The executive sponsors the idea and agrees to fund it and back it through the development and deployment process.
Sourcehttp://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
Idea # 5 Get power
to do things
Everyone knows which decisions and actions he or she is responsible for.
Most important trait for organizational effectiveness
SourceGary L. Neilson, Karla L. Martin, and Elizabeth Powers:The secrets to successful strategy execution.
Idea # 6 Communicate continuously
using social media
Proactivechange
Reactivechange
Revolu-tionary change
Conti-nuous change
Sources: Agndal, H., Axelsson, B., Melin, L., (2005), Developing Sourcing Capabilities, p 21, John Wiley & Sons Lt.http://arc.hhs.se/download.aspx?MediumId=537, p. 19
Sudden break with status quo.
Large, radical change.
Revolutionary change
Continuous communication.
Continuous improvement.
Permanent learning.
Small, step-by-step changes.
Continuous change
Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea.
Sourcehttp://hbr.org/tip?date=090712
In 2005, Toyota received more than 540,000 improvement ideas from its Japanese employees.
Source:Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
Idea # 7Communicate passionately
To get your ideas heard: Be passionate, share your enthusiasm.
Sourcehttp://web.hbr.org/email/archive/managementtip.php?date=051211
Sources: http://thehypertextual.com/2010/04/08/gary-hamels-pyramid-of-human-capabilities/ http://www.business-strategy-innovation.com/2010/04/employee-traits-hierarchy-for-creative.htm
Source: http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdf
High energy
Low energy
Alert
Passion
Happy
Nervous
Stressed
Upset
Sad
Depressed
Fatigued Calm
Relaxed
Contented
Angry
Idea # 8 Work with peoplewho want change
John Kotter: People have got to want to do it
Source: http://www.vimeo.com/20000475
Activefollowers
ProactiveWant change
ReactiveResist change
Essential to this turnaround was his cultivation of allies within the community.
For example, he [Jamie Oliver] sought out the most influential teachers – adults who already had the trust of the school children. Once they saw better health was possible, it became a genuine motivator.
Sourcehttp://www.strategy-business.com/article/11205?pg=all
Source: http://www.tignum.com/sink_float_or_swim
Activity10: Very active.1: Very inactive.
Ms Y.
Mr. Z
Competence10: Very competent.1: Not competent.
Attitude10: Very positive.1: Very negative.
Mr. X
Source: http://news.bbc.co.uk/1/hi/business/7957671.stm
What makes the Tata Nano so cheap?
When we started to connect with what we call the younger high performers, on the other hand - people in their late 20s and early 30s - it was very different.
We would have breakfast meetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they were suffocated and that they wanted change.
So we started picking out some of these individuals and giving them challenges.”
Ravi Kant
Source: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007.
Girish Wagh was in his early 30s when he headed the Tata Nano Project.
Source:http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsoleting-themselves-vijay-govindarajan/articleshow/7673968.cms
Generation Y expects to work in communities of mutual interest and passion, not structured hierarchies.
Consequently, people management strategies will have to change so that they look more like Facebook and less like the pyramid structures that we are used to.
Sourceshttp://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/ http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/
Vineet Nayar
”The most frozen layer in any organization, I think, is the people with experience who think they know best, who believe that nothing can be changed, and who typically exhibit a not-invented-here syndrome.
Sources: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007.http://www.hindu.com/2008/06/29/stories/2008062956021300.htm
Ravi Kant
Idea # 9 Set goals for yourself and reach them
Not goals
Change is happening
Goals
What do I doWhat don’t I do
Define a 100-day challenge.
Sourcehttp://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
Nadim Matta found that huge amounts of talent and resources in developing countries were being devoted to developing top-down solutions for agricultural productivity, clean water, maternal health, and other areas.
So instead of experts and officials shaping solutions and giving them to the recipients, Nadim Matta worked with local leaders to challenge the ultimate recipients to come up with their own solutions in 100 days or less, and to use the experts, government officials, and aid workers as resources.
Sourcehttp://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
Create a flow of value to customers by “chunking” feature delivery into
small increments.
Sourcehttp://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
“..being too focused on achieving a specific goal may decrease extra-role behavior, such as helping coworkers (Wright, George, Farnsworth, & McMahan, 1993).
Goals may promote competition rather than cooperation and ultimately lower overall performance (Mitchell & Silver, 1990).”
SourceOrdóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.:”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.”http://www.hbs.edu/research/pdf/09-083.pdf
Keep in mind:
Idea # 10 Do different
things across the value chain
People do different things they like to do
across the value chain
Rational engagement
focus
Emotional engagement
focus
External Change Driver
Internal Change Driver
Idea # 11Tell people what is in it for them
Source Jack Welch. http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 16.
Try leading the client toward your idea with a series of statements he/she agrees with - and then pitch your idea as if it's his / her idea.
Sourcehttp://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
Idea # 12 Give and get
feedback
1. Use ”I” language.
2. Be specific / concrete. Use facts.
3. Give positive, helpful feedback. Give the person a gift.
Feedback tips
Feedback frequency
Performance
Schein, Edgar H.: Process Consultation, p. 98.http://web.hbr.org/email/archive/managementtip.php?date=022610 http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiver
Sources
Idea # 13Get inputs from
outside
Source:Creating an Innovation Mindset. An interview with Vijay Govindarajan. http://www.youtube.com/watch?v=sNzkmZdM4A4 http://www.economist.com/node/16888745?story_id=16888745
Managers must bring infresh voices from outside.
When Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image:
A truckload of pure animal fat.
Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question.
Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls.
Source: Gardner, John W.: On Leadership, p. 130.
Rationalinput from
outside
Rational engagement
focus
Emotional input from outside
Emotional engagement
focus
External Change Driver
Internal Change Driver
Idea # 14 Keep trying out
ideas at low costs
Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute.”
SourceHamel, Gary: The Future of Management, p. 120.
The need to experiment and fail inexpensively in execution is where most of the focus is these days.
Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.html
Vijay Govindarajan
Source: http://www.businessweek.com/managing/content/may2009/ca2009058_754247.htm http://www.buzzmachine.com/about-me/
Jeff Jarvis encourages us not to be too scared to make mistakes. “You need to be free to fail”, he says.
“Fail often to succeed sooner”
Tom Kelley, IDEO
Source:http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35http://www.ideo.com/people/tom-kelley
Sourceshttp://lawrencelot.com/happy-birthday-thomas-edison-107 http://www.ideachampions.com/weblogs/archives/2010/09/theres_a_lot_of.shtml
"Anyone who has never made a mistake has never tried anything new."
Albert Einstein
Sourcehttp://www.ideachampions.com/weblogs/archives/2011/03/_anyone_who_has.shtml
Idea # 15Ask for forgiveness
rather than for permission
”If you see an opportunity, go for it!”
SourceShona Brown, Google.Hamel, Gary: The Future of Management, p. 112.
What rules could we get rid of today that would increase our ability to
create value?
Sourcehttp://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
Idea # 16Keep things
simple
Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html
Usability drives adoptability, and therefore it pays to keep things simple.
Idea # 17 End each
meeting with action steps
Sourcehttp://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/
When you do meet with clients or colleagues, end each meeting with a quick review of captured action steps. The exercise takes less than 30 seconds per person. Each person should share what they captured.
Idea # 18 Signal new era by
using symbols
Source: http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm
Idea # 19 Measure
innovation
1. Does the idea cut costs within x days?2. Does the idea help reduce polution / waste
within x days?3. Does the idea help more people to learn
more within x days?
Examples of criteria to evaluate whether an idea is valuable
Adapted fromhttp://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html
Idea # 20 Celebrate success
experiences
Source: http://youtu.be/9buGE_vKxcc
Celebrate successes using handwritten notes