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Leading Change

We apply most of the principles outlined by John Kotter in his books 'Leading Change' (2012) and 'The Heart of Change' (2013). The starting requirements for successfully navigating change are to establish mutual trust within the guiding coalition and a common goal for change. Urgency must displace complacency from the outset.

Kotter’s ‘Eight-Stage Change Process’ is almost a litany of self evident truths. A clear Vision and Strategy together with a persistent communication program is fundamental.

Directing effort towards generating short term wins and rewarding people for those wins is common sense.

Leveraging from short term wins to more critical goals in changing systems, structures and procedures is a logical progression.

We Engage

Leading Change

We apply most of the principles John Kotter has written (Leading Change, 2012 and The Heart of Change 2013). The starting requirements for successfully navigating change are to establish mutual trust within the guiding coalition and a common goal for change. Urgency must displace complacency from the outset.

Kotter’s ‘Eight-Stage Change Process’ is almost a litany of self evident truths. A clear Vision and Strategy together with a persistent communication program is fundamental.

Directing effort towards generating short term wins and rewarding people for those wins is common sense.

Leveraging from short term wins to more critical goals in changing systems, structures and procedures is a logical progression.

Hiring, promoting and developing people who can implement change also follows logically.

We diverge from Kotter’s views on ‘empowerment’. That’s because we’ve learned that ‘local optimization’ efforts may conflict with the ‘global’ interests of the production system as a whole.

We see a cross functional governance structure, peer to peer, guided by finance, as holding right and responsibility for determining whether local initiatives reflect the economic interests of the global change management goals.

Hiring, promoting and developing people who can implement change also follows logically.

We diverge from Kotter’s views on ‘empowerment’. That’s because we’ve learned that ‘local optimization’ efforts may conflict with the ‘global’ interests of the production system as a whole.

We see a cross functional governance structure, peer to peer, guided by finance, as holding right and responsibility for determining whether local initiatives reflect the economic interests of the global change management goals.

 
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Client Reference

Michael A. Brockhoff

Managing Director, Maxitrans Industries


The purpose of this analysis was to identify process improvement opportunities and increase production capacity utilizing existing resources. In addition to this, we were keen to ensure that we extracted the full benefits of our recent capital upgrade expenditure. The 26-week implementation program was completed on time and on budget, with the targeted savings and benefits being achieved. Accordingly I would like to take this opportunity on behalf of the Company to thank you and your staff for completing this assignment in such a professional manner.
“Irrational and political resistance to change never fully dissipates. Even if you're successful in the early stages of transformation, you often don’t win over the self centered manager who is appalled when a reorganization encroaches on his/her turf.”

John P. Kotter, 
Leading Change, 2012

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