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PA Education Policy Fellowship ProgramPA Education Policy Fellowship ProgramCOL Ruth CollinsCOL Ruth Collins
Carlisle Barracks, 15 Feb 02Carlisle Barracks, 15 Feb 02
TRANSFORMINGORGANIZATIONSThe Work of Strategic
Leaders
What is it?What is it?Why should we do it? Why should we do it?
How do we do it? How do we do it?
TRANSFORMATION
TransformationTransformation
“Sacred cows make the tastiest hamburger.”
Abbie Hoffman
“Sacred cows make the tastiest hamburger.”
Abbie Hoffman
• “changing the nature, function, or condition of…” (Webster’s II)
• adopting and living new “fundamentals”• challenging outdated ways of doing business• embracing, vis-à-vis tolerating, emerging
technology• revolutionary
is
• the status quo under a new label• thinking in today’s paradigms• just changing structure or
changing to “protect” select elements
• evolutionary or “change at the margins”
is not
TransformationTransformation
“Transformation is not an event; it is a process. It is something that involves a mind set, an
attitude, a culture.” Donald Rumsfeld, Secretary of Defense
“Being brilliantly good at yesterday’s game is not going to work….If you don’t enjoy and get
excited about change, you can’t be an effective leader.” Tom Peters
“If you don’t like change, you’ll likeirrelevance even less!”
Chief of Staff, Army
Transformation Transformation Involves Change; Involves Change;
No Way Around It!No Way Around It!
Why do some want to “transform” but they don’t want to change?
Why do some want to “transform” but they don’t want to change?
Why is change so hard? Why is change so hard?
“Well, so much for working for change within the system.”
Culture that can stifle ideas
“Yes, but...”
“It’s not in the Budget”“It needs more study” “We tried that before”
“But you haven’tconsidered...”
“Let’s form aCommittee”
“The boss won’t support it”
“It ain’t broke,why change it”
“We haven’t the time”
“It’s not practical”
“We don’t have the people”
Nothing is more difficult than to
introduce a new order. Because the
innovator has for enemies all those who
have done well under the old conditions
and lukewarm defenders in those who
may do well under the new.
Nicolai Machiavelli, 1513 A.D. The Prince
If you don’t knowwhere you’re going,
any road will get you there.
CHANGEREQUIRES BREAKING
THE PARADIGM
Where should we go?Where should we go?
How do we get there?How do we get there?
The world hates change, yet it is the only thing that has brought progress. Charles F. Kettering
The world hates change, yet it is the only thing that has brought progress. Charles F. Kettering
Breaking ParadigmsBreaking Paradigms
TRANSFORMATION
PEOPLE………READINESS……..TRANSFORMATION…….
ARMY
…changing the way we arm, train, develop leaders, deploy and
fight to address the conditions we face in the world, effectively.
integrateActive/Reserve
reduce battlespacefootprint
increase strategic
responsiveness
man warfightingunits
develop leadersfor Jointwarfighting & change
provide forwell-being ofsoldiers, family, civilians
clear, long-termstrategy
Managing and sharing Managing and sharing information about information about
people is our center of people is our center of gravity.gravity. standard
processes
accuratedata
input & verifyat action level
best practices: business & IT
empower commanders and soldiers
SIMPLIFY THE SIMPLIFY THE COMPLEXCOMPLEX
Personnel Aspects of Army Personnel Aspects of Army TransformationTransformation
Leading ChangeLeading Change
Establish a sense of urgency Establish a sense of urgency
Form a powerful guiding coalitionForm a powerful guiding coalition
Create a visionCreate a vision
Communicate the visionCommunicate the vision
Empower others to actEmpower others to act
Plan for and create short-term successesPlan for and create short-term successes
Consolidate successes and create more changesConsolidate successes and create more changes
Institutionalize new approachesInstitutionalize new approaches Kotter, Kotter, Leading ChangeLeading Change
Critical to Change . . . .Critical to Change . . . .
Vision
Commitment
Organization
Strategy
What should our core competencies be?
Thinking in Time
Capturing factors & assumptions that will lead us to change
Imagining possible futures/role of the organization in those futures
Anticipating short and long term implications
“The important thing is this: To be able at any moment to sacrifice what we are for what we
could become.” Charles du Bois
“The important thing is this: To be able at any moment to sacrifice what we are for what we
could become.” Charles du Bois
Deciding Deciding WhatWhat to Change to Change
“We must adjust to changing times and still hold to unchanging principles.”
Jimmy Carter
“We must adjust to changing times and still hold to unchanging principles.”
Jimmy Carter
"To change and to change for the better are two different things."
German Proverb
"To change and to change for the better are two different things."
German Proverb
“Leaders must understand the interweaving of continuity and change. In other words, it’s just as
important that leaders appreciate what things should not be changed.” John Gardner
“Leaders must understand the interweaving of continuity and change. In other words, it’s just as
important that leaders appreciate what things should not be changed.” John Gardner
REALIZING THE VISION!REALIZING THE VISION!
“There are two kinds of organizations - those that are changing and those that are going out of business” (TRADOC)
CUSTOMERS
LOGISTICS
HUMAN RESOURCES
WORKFORCE
INTEGRATEDPROCESSES
CONTRACTING
•Process Change
•Leader
Development
•Structure
•Funding
thru…
ENVIRONMENT
TECHNOLOGY
PROCESS CHANGEPROCESS CHANGE
Near Term– Quick wins– Business Process Review “on the fly”
–Deliberate– Methodical– Full Business Process Review
PROCESS . . . PROCESS. . . PROCESS
“Too often leaders provide either vision or a set of programs, but not both. Some leaders know where they
want to go, but do not have a plan for getting there; their organizations tend to wander without focus.”
Douglas E. Lute
… a way of thinking about, and a language for describing and understanding the forces and interrelationships that shape the behavior of systems. (Senge, The Fifth Discipline)
Examine totality versus elements one at a time
Model or Map of Reality
Components/elements/functions
Relationships/interactions/interdependencies
Logical Flow
Input
Output
Transformation
Feedback
EnvironmentEnvironment
Systems ThinkingSystems Thinking
You You MustMust Set the Conditions Set the Conditions
Work the concept first. Communicate, communicate, communicate!
“If there is one generalization we make about leadership and change, it is this: No change can occur without willing
and committed followers.” Bennis
Set your azimuth. Focus on how you should conduct operations in the new environment you are anticipating.
Tie business process review to concepts.
Find specific functions by location to work as a laboratory.
Use the correct terms to gain credibility
“Transformation is venture/capital work… You get a few $$, you show something for it, and you get a few more $$; you show something for it, and you get a few more $$…” CSA 8 Feb
You You MustMust Set the Conditions Set the Conditions
You must have a Strategy within the Strategy
Analyze the alternatives and “vet” them
Link your actions to related Transformations or efforts
Articulate the value to your audience(s)
Get “buy in” for successful execution
Don’t sell it as a “be all, end all” plan
Reveal and plan for 2d/3d order effects
Don’t relinquish force structure before progress materializes
Don’t underestimate difficulty/challenges or appear you are
Have a healthy risk mitigation plan for interim solutions
Why Change Efforts FailWhy Change Efforts Fail
• Allowing too much complacency• Failing to create a sufficiently powerful guiding
coalition• Underestimating the power of vision• Under-communicating the vision• Permitting obstacles to block the vision• Failing to create short-term wins• Declaring victory too soon• Neglecting to anchor the changes in the culture
Kotter, Leading Change
“We’ll never get anywhere if you keep asking so many questions, Harry”
“I reached the conclusion that my ability to influence my subordinates was directly proportional to the amount of time
I was willing to listen to them.” Woodmansee
The world hates , yet it is the only The world hates , yet it is the only thing that has brought progress. thing that has brought progress.
Charles F. KetteringCharles F. Kettering
Leading Change
The Work of Strategic Leaders