Published on December 7, 2007
21 ideas to make change happen
Idea # 1 Do 1 thing at a time
Focus on the one thing that will have the greatest impact. Sources http://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.html http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html http://hbr.org/tip?date=101612
Be precise and specific about what to do. http://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.html
Idea # 2 Make what you do important and urgent
Not urgent Urgent Important Schedule in calendar Do now Not important Deposit Delegate Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm
20% of the results 80% of the time spent 20% of the time spent Pareto’s principle. 80% of the results
Idea # 3 Be a role model
Jack Welch: Role model management is – without question – the key to driving behaviours http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
One way we learn new ways of looking at things is to identify ourselves with a role model, boss, mentor, friend, or consultant, and begin to see things from that other person’s point of view. Schein, Edgar H.: Process Consultation, p. 105.
Idea # 4 Sponsor the initiative
The executive sponsors the idea and agrees to fund it and back it through the development and deployment process. http://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
Idea # 5 Get power to do things
Bypassing the normal channels and empowering a smaller number of innovators is often a better way to kickstart innovation. http://www.destination-innovation.com/articles/?p=1864
Most important trait for organizational effectiveness Everyone knows which decisions and actions he or she is responsible for. Source Gary L. Neilson, Karla L. Martin, and Elizabeth Powers: The secrets to successful strategy execution. Harvard Business Review, June 2008. http://hbr.harvardbusiness.org/2008/06/the-secrets-to-successful-strategy-execution/ar/1
Who does this? 1.Who should recommend a course of action on a key decision? 2.Who must agree to a recommendation before it can move forward? 3.Who brings the decision to closure and commits the organization to implement it? 4.Who will perform the actions needed to implement the decision effectively? http://hbr.org/product/hbr-s-10-must-reads-on-strategy-with-featured-arti/an/12601-PBK-ENG page 232.
Idea # 6 Communicate continuously using social media
Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea. http://hbr.org/tip?date=090712
Revolutionary change Continuous change Sudden break with status quo. Continuous communication. Large, radical change. Continuous improvement. Permanent learning. Small, step-by-step changes.
Proactive change Revolutionary change Continuous change http://arc.hhs.se/download.aspx?MediumId=537, p. 19. Reactive change
Idea # 7 Communicate passionately
To get your ideas heard: Be passionate, share your enthusiasm. http://web.hbr.org/email/archive/managementtip.php?date=051211
Sources http://thehypertextual.com/2010/04/08/gary-hamels-pyramid-of-human-capabilities/ http://www.business-strategy-innovation.com/2010/04/employee-traits-hierarchy-for-creative.htm
High energy Angry Alert Nervous Excited Stressed Happy Upset Sad Contented Depressed Relaxed Fatigued Calm Low energy http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdf
Idea # 8 Respond head-on to change resistance
Attack The idea is interesting, but it is not the right time. We need to wait until…. Response The best time is almost always when you have people excited and committed to make something happen. And that’s now. http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1430.
Attack We tried that before. It didn’t work. Response That was then. This is now. Times change. The situation today is different.
http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1200.
Attack If your idea is as good as you say it is, why have nobody done it before? Response It’s an interesting point you bring up. Thank you for mentioning it. I appreciate your interest. I have learned throughout my life that there is a first time for everything. And I might add that we as first movers could take home the biggest fruits. There are several billion people in the world, and I don’t know for sure whether someone somewhere is doing something like this. So let us try.
Attack I recall we discussed a similar idea here in the company years ago. It may have been as you were still at school. Response It’s really interesting to hear that there were also, years ago, people, who had thoughts about how this company can develop / renew itself. Let’s keep living these values of creativity, exploration, development, experimentation that were once at the very core of this company. In these times of change, there are possibilities occurring that we should explore. Also, in a changing environment, you surely agree that it is crucial to keep learning and trying new things out.
http://www.amazon.de/Buy-In-Saving-Your-Getting-ebook/dp/B003YL4KSA/, location 1530.
Further inputs on resistance to change http://www.slideshare.net/frankcalberg/5-reasons-why-people-resist-change http://www.scribd.com/doc/35046140/Uncertainty-avoidance
Idea # 9 Work with people who want change
Essential to this turnaround was his cultivation of allies within the community. For example, he [Jamie Oliver] sought out the most influential teachers – adults who already had the trust of the school children. Once they saw better health was possible, it became a genuine motivator. http://www.strategy-business.com/article/11205?pg=all
Attitude 10: Very positive. 1: Very negative. Ms. X Mr. Y Mr. T Activity 10: Very active. 1: Very inactive. Competence 10: Very competent. 1: Not competent.
John Kotter: People have got to want to do it http://www.vimeo.com/20000475
Followers Reactive people who resist change Proactive people who want change
When we started to connect with what we call the younger high performers, on the other hand - people in their late 20s and early 30s - it was very different. We would have breakfast meetings with a dozen of them, and we would invite them to give very, very frank views. We soon realized that they were suffocated and that they wanted change. So we started picking out some of these individuals and giving them challenges. Ravi Kant http://www.mckinsey.com/insights/organization/leading_change_an_interview_with_the_managing_director_of_tata_motors
Girish Wagh was in his early 30s when he headed the Tata Nano Project. http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsoleting-themselves-vijay-govindarajan/articleshow/7673968.cms
The most frozen layer in any organization, I think, is the people with experience who think they know best, who believe that nothing can be changed, and who typically exhibit a not-invented-here syndrome. Ravi Kant http://www.mckinsey.com/insights/organization/leading_change_an_interview_with_the_managing_director_of_tata_motors http://www.hindu.com/2008/06/29/stories/2008062956021300.htm
Tips to help a person through a change http://www.slideshare.net/frankcalberg/tips-to-help-a-person-through-a-change
Idea # 10 Set goals for yourself and reach them
What don’t I do Goals Not goals What do I do Change is happening
Define a 100-day challenge. http://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
Nadim Matta found that huge amounts of talent and resources in developing countries were being devoted to developing topdown solutions for agricultural productivity, clean water, maternal health, and other areas. So instead of experts and officials shaping solutions and giving them to the recipients, Nadim Matta worked with local leaders to challenge the ultimate recipients to come up with their own solutions in 100 days or less, and to use the experts, government officials, and aid workers as resources. http://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
Create a flow of value to customers by “chunking” feature delivery into small increments. http://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
Keep in mind: Goals may promote competition rather than cooperation and ultimately lower overall performance. http://www.hbs.edu/research/pdf/09-083.pdf
Idea # 11 Do more jobs across the value chain
Internal Change Driver Emotional engagement focus Rational engagement focus People do more jobs across the value chain External Change Driver
Idea # 12 Tell people what is in it for them
http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 16.
Try leading the client toward your idea with a series of statements he/she agrees with - and then pitch your idea as if it's his / her idea. http://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
Idea # 13 Give and get feedback
Feedback tips http://www.slideshare.net/frankcalberg/feedback-tips
Idea # 14 Get inputs from outside
Bring in fresh voices from outside. http://www.youtube.com/watch?v=sNzkmZdM4A4 http://www.economist.com/node/16888745?story_id=16888745 http://www.businessinsider.com/7-steps-for-putting-ideas-into-action-2013-12
Example # 1 https://openminds.swissre.com/
Example # 2 When Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image: A truckload of pure animal fat. http://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
Internal Change Driver External Change Driver Emotional engagement focus Emotional input from outside Rational engagement focus Rational input from outside
Only from outside can one be sure of disinterested criticism, astringent appraisal, the rude question. Only from outside can one expect judgments untainted by the loyalty and camaraderie of insiders, undistorted by the comfortable assumptions held within the walls. Gardner, John W.: On Leadership, p. 130.
Idea # 15 Keep trying out ideas at low costs
Do cheap experiments http://youtu.be/CEl1TFQVYhk
Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute.” Hamel, Gary: The Future of Management, p. 120.
Idea # 16 Ask for forgiveness rather than for permission
If you see an opportunity, go for it! Source Shona Brown, Google. Hamel, Gary: The Future of Management, p. 112.
What rules could we get rid of today that would increase our ability to create value? http://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
Idea # 17 Keep things simple
Usability drives adoptability, and therefore it pays to keep things simple. http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html
Idea # 18 End each meeting with action steps
When you do meet with clients or colleagues, end each meeting with a quick review of captured action steps. The exercise takes less than 30 seconds per person. Each person should share what they captured. http://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/
Tips to improve meetings http://www.slideshare.net/frankcalberg/facilitationmoderation-of-meetings
Idea # 19 Signal new era by using symbols
Idea # 20 Measure innovation
Tips to measure innovation http://www.scribd.com/doc/96404943/Measure-Innovation
Idea # 21 Celebrate success experiences
Celebrate successes using handwritten notes http://youtu.be/9buGE_vKxcc
Thank you for your interest. For more inspiration, please feel welcome to visit http://frankcalberg.com Have a great day.
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