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The Manta Group Approach >> RAPID OCM

 

Kotter Leadership and Change Management Model

No investment in technology and process can ever yield the expected return without the investment in people. The Manta Group has adopted John P. Kotter (Professor of Leadership at Harvard Business School) thought leadership of 30 plus years in the field of leadership and Change Management as its corner stone best practice to enable organizations to leverage the power of technology through the mind and spirit of people. In 1990, John P. Kotter established the Leader to Leader institute as the Peter F. Drucker Foundation for Nonprofit Management (www.pfdf.org) with the mission to strengthen leadership. The Leader to Leader Institute believes that a healthy society requires three vital sectors: a public sector of effective governments; a private sector of effective businesses; and a social sector of effective community organizations. The Manta Group specifically leverages the wisdom of John P. Kotter Eight Steps to Transform Your Organization as the leadership principles for managing change.

 

Winning at Change by John P. Kotter – Best Practices

 

  1. Establish a Sense of Urgency
    • Examine market and competitive realities
    • Identify and discuss crises, potential crises, or major opportunities
  2. Form a Powerful Guiding Coalition
    • Assemble a group with enough power to lead the change effort
    • Encourage the group to work as a team
  3. Create a Vision
    • Create a vision to help direct the change effort
    • Develop strategies for achieving that vision
  4. Communicate the Vision
    • Use every vehicle possible to communicate the new vision and strategies
    • Teach new behaviors by the example of the guiding coalition
  5. Empower Others to Act on the Vision
    • Get rid of obstacles to change
    • Change systems or structures that seriously undermine the vision
    • Encourage risk taking and nontraditional ideas, activities, and actions
  6. Plan for and Create Short-Term Wins
    • Plan for visible performance improvements
    • Creating those improvements
    • Recognize and reward employees involved in the improvements
  7. Consolidate Improvements and Produce Still More Change
    • Use increased credibility to change systems, structures, and policies that don't fit the vision
    • Hire, promote, and develop employees who can implement the vision
    • Reinvigorate the process with new projects, themes, and change agents
  8. Institutionalize New Approaches
    • Articulate the connections between the new behaviors and organizational success
    • Develop the means to ensure leadership development and succession