Clearly recognizable victories within the first year or two of a change effort help convince doubters that the change effort is going to be worth all the trouble.ħ. Not systematically planning for and creating short-term wins. One company’s transformation ground to a halt because the executive in charge of the largest division didn’t change his own behavior, didn’t reward the unconventional ideas called for in the vision, and left the human resource systems intact even though they were incompatible with the new ideals.Ħ. Renewal requires the removal of obstacles- systemic or human-to the vision. Not removing obstacles to the new vision. Incorporate the vision into routine discussions about business problems.ĥ. Use every existing communication vehicle to get the vision out. Undercommunicating the vision by a factor of ten. If you can’t communicate the vision in five minutes or less and get a reaction that indicates both understanding and interest, your work in this stage isn’t done.Ĥ. Without a coherent and sensible vision, a change effort dissolves into a list of confusing and incompatible projects.
In successful transformation efforts, the chairman or president or general manager of the division, plus another five to 50 others-including many, but not all, of the most influential people in the unit- develop a shared commitment to renewal.ģ. Not creating a powerful enough guiding coalition. When is the urgency rate high enough? When 75% of management is genuinely convinced that the status quo is, in the words of the CEO of a European company, “more dangerous than launching into the unknown.”Ģ. Half of all change efforts fail at the start. Not establishing a great enough sense of urgency. Consolidating improvements and producing still more changeįor each of the stages in a change process, there is a corresponding pitfall.ġ. Planning for and creating short-term winsħ. And since the success of a given stage depends on the work done in prior stages, a critical mistake in any of the stages can have a devastating impact.ĥ. Skipping steps to try to accelerate the process invariably causes problems. These stages should be worked through in sequence. Moreover, a successful change process goes through a series of eight distinct stages. Why do so many transformation efforts produce only middling results? One overarching reason is that leaders typically fail to acknowledge that large-scale change can take years.
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