Summary of Harvard Business Review's HBR's 10 Must Reads on Change Management , livre ebook

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48 pages

English

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Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 HBR’s 10 must reads on change management is a list of books that will help you better understand and deal with change in your life and work.
#2 The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that take a considerable length of time. Skipping stages creates only the illusion of speed, never producing a satisfying result.
#3 The first phase of a transformation is when some individuals or groups start to look hard at a company’s competitive situation, market position, technological trends, and financial performance. They then find ways to communicate this information broadly and dramatically.
#4 The urgency rate is when about 75 percent of a company’s management is convinced that business as usual is completely unacceptable. Anything less can produce serious problems later on in the transformation process.

Sujets

Management

Business

Economics

Gestion et management

Informations

Publié par	Everest Media LLC
Date de parution	13 octobre 2022
Nombre de lectures	0
EAN13	9798350039214
Langue	English
Poids de l'ouvrage	1 Mo

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Insights on Harvard Business Review's HBR's 10 Must Reads on Change Management
Contents Insights from Chapter 1 Insights from Chapter 2
Insights from Chapter 1

#1

HBR’s 10 must reads on change management is a list of books that will help you better understand and deal with change in your life and work.

#2

The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that take a considerable length of time. Skipping stages creates only the illusion of speed, never producing a satisfying result.

#3

The first phase of a transformation is when some individuals or groups start to look hard at a company’s competitive situation, market position, technological trends, and financial performance. They then find ways to communicate this information broadly and dramatically.

#4

The urgency rate is when about 75 percent of a company’s management is convinced that business as usual is completely unacceptable. Anything less can produce serious problems later on in the transformation process.

#5

A major renewal program always starts with just one or two people. In cases of successful transformation, the leadership coalition grows over time. But whenever some minimum mass is not achieved early in the effort, nothing worthwhile happens.

#6

A vision is a statement that explains the direction in which an organization needs to move. It is usually developed by a guiding coalition of employees, customers, and stockholders. Without a vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects.

#7

The fourth phase of transformation is communication, and it is extremely difficult if not impossible to achieve if employees do not believe that useful change is possible. Without credible communication, employees will not make sacrifices, even if they are unhappy with the status quo.

#8

The most successful cases of major change involve executives who walk the talk. They consciously attempt to become a living symbol of the new corporate culture. This is not easy, and it often takes high levels of urgency to help.

#9

In the first half of a transformation, no organization has the momentum, power, or time to get rid of all obstacles. But the big ones must be confronted and removed. If the blocker is a person, it is important that he or she be treated fairly and in a way that is consistent with the new vision.

#10

The long march requires short-term wins, and they must be clear and significant. Otherwise, people will give up or join in the resistance to change.

#11

Change efforts that are successful use the credibility afforded by short-term wins to tackle bigger problems. They go after systems and structures that are not consistent with the transformation vision, and they promote and hire new people who support the vision.

#12

Change can be institutionalized when it becomes the way we do things around here. This can be done by showing people how the new approaches, behaviors, and attitudes have helped improve performance.

#13

Change is hard, and most people are reluctant to alter their habits. Turnaround leaders must design and run an effective persuasion campaign, beginning weeks or months before the actual turnaround plan is set in concrete.

#14

When a company is teetering on the brink of ruin, most turnaround leaders revamp strategy, shift around staff, and root out inefficiencies. Then they wait patiently for the payoff, only to suffer bitter disappointment as the expected improvements fail to materialize.

#15

To successfully implement change, you must first persuade your employees to embrace and execute it.

#16

Develop a bold message that provides compelling reasons to do things differently. Do not be afraid to make changes, even if they are unpopular.

#17

Present your turnaround plan in a way that helps people understand your ideas correctly. explain the importance of remaining an academic medical center, and explain the importance of tough measures based on the third-party report.

#18

The Boston Harbor Cleanup was a difficult, highly visible change effort that required deft political and managerial skills. Levy stood firm in the face of tough negotiations and often-heated public resistance, and he instilled accountability in city and state agencies.

#19

To gain the cooperation of the hospital board, Levy laid out his conditions for employment. He told the directors that if they hired him, they could no longer interfere in day-to-day management decisions. He also set out his timetable and intentions with the hospital staff.

#20

To turn the hospital around, Levy had to develop a bold message that provided compelling reasons to change, and he had to deliver it in capital letters to signify the arrival of a new order. He linked the message to an implicit threat of being sold.

#21

Leaders should help employees interpret proposals for change. This can be done by using frames, which are detailed explanations of new plans that provide context and shape perspective.

#22

Turnarounds are depressing events, and leaders must pay attention to employees’ emotions and moods. They must balance the need for employees to feel that their sacrifices have not been in vain with the need to keep them motivated.

#23

In organizations dominated by cynics and critics, there is always a good reason not to do something. Piling on criticism is an easy way to avoid taking risks and claim false superiority.

#24

Some managers try to avoid facing challenges by diversifying their business. This is often a healthy move, but it can also be an avoidance tactic that keeps tough problems at arm’s length.

#25

After the initial phase of the turnaround, when employees were focused on the continuing hard work ahead, Levy sent out a Frequently Asked Questions email giving a generally favorable view of progress to date. He also convened a series of open question-and-answer forums.

#26

Turnaround leaders must avoid backsliding into dysfunctional routines, which are patterns of negative behavior triggered automatically and unconsciously by familiar circumstances or stimuli. They must reinforce organizational values on a constant basis.

#27

The final measure of a successful turnaround is the performance of the employees. At the end of the 2004 fiscal year, BIDMC had far surpassed expectations, with the hospital reporting a $37. 4 million net gain from operations.

#28

The key to Paul Levy’s success at Beth Israel Deaconess Medical Center is that he understood the importance of making sure the cultural soil had been made ready before planting the seeds of change. In a receptive environment, employees not only understand why change is necessary, but they are also emotionally committed to making it happen.

#29

Values-based management is the process of replacing command-and-control with values-based management. It is done by inspiring employees to pursue a common purpose based on values they help to define.

#30

Assess the strategic challenges facing your company, and propose values that you believe will help your firm meet those challenges. Collect employees’ feedback on your ideas.

#31

The company’s values became distorted over the years. Respect for the individual became entitlement: not fair work for all, but a guaranteed job and culture-dictated promotions. The pursuit of excellence became arrogance: we stopped listening to our markets, clients, and each other.

#32

A values-based management system is needed to optimize IBM. IBM must be able to make the right calls the right way, which is not possible if you try to centrally manage every one of those intersections.

#33

The IT industry has shifted towards reintegration, where customers demand a package of computer products and services from a single company. This is a big opportunity for IBM. However, the company must ensure that its people work together in teams that can offer a comprehensive and customized solution.

#34

The challenge shifted after the jam was over. Instead of galvanizing people through fear of failure, you have to galvanize them through hope and aspiration. You lay out the opportunity to become a great company again, and hope people feel the same need to get there as you do.

#35

In 2003, just under a year after taking over as CEO, Palmisano raised the idea of reinventing IBM’s values as a way to manage and reintegrate the sprawling and diverse enterprise. They were Commitment to the customer, Excellence through innovation, and Integrity that earns trust.

#36

There was remarkable agreement on what we all value. The debate wasn’t over the values themselves, but whether IBM is willing and able to live them.

#37

Values are important in business, and they should embrace a company's broader role in the world as well as how its people work together.

#38

IBMers will go to great lengths to help a customer in need. For example, when one of my systems failed for a health care client, the customer went to manual processes, but said they would lose patients within hours if the system could not be fixed. I called a competitor and ordered another system.

#39

The jam allowed the company to have a companywide dialogue about the importance of taking into account the interests of IBM first, customers, employees, and shareholders.

#40

The first value is dedication to every client’s success. It means maintaining a long-term relationship where what happens after the deal is more important than what happens before it’s signed. It means a persistent focus on outcomes.

#41

The IBM Values-Jam, held in July 2003, was the most ambitious employee forum ever conducted by the company. It focused on the very nature and future of IBM.

#42

The $100 million bet on trust was a response to the raw em