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Bob Galvin and Motorola. Group Members: Angela Lee Dragon Pak Gary Wong Peter Petrov Suki Chan. Our team analysis approach. Galvin's missions but no Vision Evaluation of Galvin's delivery Internal response to the speech Can we do it better? When should we Do it? Good Time? Bad Time?. - PowerPoint PPT Presentation
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MGTO 650N Managing Organizational Change
Bob Galvin and Motorola
Group Members:Angela LeeDragon PakGary WongPeter PetrovSuki Chan
MGTO 650N Managing Organizational Change
Our team analysis approach
Galvin's missions but no VisionEvaluation of Galvin's deliveryInternal response to the speechCan we do it better?When should we Do it? Good Time? Bad Time?
MGTO 650N Managing Organizational Change
Galvin's missions but no VISION
Mission• Simpler Organization structure with direct ties to the customers
– Bring management to market/consumer – Smaller, sharp focused business units– Decrease layers of management
Where does this lead to ?
Nowhere
MGTO 650N Managing Organizational Change
No Vision but more effective?
Galvin is still struggling with the vision of future Motorola
More effective running of business change Motorola
From Christensen Clayton’s central analysis, more effective running business cycles without clear central strategy always lead to faster and disastrous downfall of large corporate
MGTO 650N Managing Organizational Change
Hewlett-Packard lessonCarly Fiorina mission failed and fired
• Confused central strategy HP = Printer ? PC maker? or Carly Fiorina thought HP= Printer + PC5 years later, mission failed and kicked out HP share drops $80 $20
MGTO 650N Managing Organizational Change
Evaluation of Galvin’s Style(Initiating Change)
Authoritarian - Thought he could turn the corporation up-
side- down- Thought everyone would follow with no
questions Did not structure the change Did not communicate it Got no support
MGTO 650N Managing Organizational Change
Evaluation of Galvin’s Style(Visionary Leadership)
Elements of “Visionary Leadership”• Visions of the future
- Technology Roadmap- Promoting investment in R&D
• Great inspiration - Initiating the issue of structural reorganization
• Initiate action- Fighting “unfair” trade practices
MGTO 650N Managing Organizational Change
Evaluation of Galvin’s Style(Visionary Leadership) – cont’
Set achievable goals - Participative Management Program
Enlist the participation of others - “3 Bears”
- Sharing COO positions
MGTO 650N Managing Organizational Change
Impacts After The Speech
May have few supporters Most left the hall with a fear of unknown Feeling being treated unfairly Surprise and confusion more than eagerness
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.) Put together a critical mass of ‘Change Agent”Top-down approach. Leaders “Walk the Talk” Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes.
MGTO 650N Managing Organizational Change
Burning Platform
• Significant culture change begins with the creation of a “burning platform”, a compelling vision of why change is needed
• An enterprise can not move forward unless the need for change is clearly established
MGTO 650N Managing Organizational Change
Threats(if we don’t change)
Opportunity(if we change)
ShortTerm
Short Term Threats: What are the threats if the project does not happen / if we do not do the project?
Short Term Opportunities: What are the short term opportunities with the proposed project?
Long Term
Long Term Threats: What are the threats if the project does not happen / if we do not do the project?
Long Term Opportunities: What are the long term opportunities with the proposed project?
Focusing on the Long Term ensures involvement beyond what can be gained from the Short Term sense of urgency!
This matrix helps determine the driving factors behind the changes which can then be used in communicating the need.
Threat Opportunity Matrix
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.) Put together a critical mass of ‘Change Agent”Top-down approach. Leaders “Walk the Talk” Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes..
MGTO 650N Managing Organizational Change
A Basic Change Model
• Change can cause a mixture of thoughts and emotions – Excitement– Yearning for the past– Unfocused energy– Productivity dip—remember, the “dip” is going to happen,
however the objective is to lessen the dip, not remove all the pain
TransitionTransition
StateState
As Is To Be
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.)Top-down approach. Leaders “Walk the Talk” and put together a critical mass of ‘Change Agents’ Identifify “Stakeholders” for the change Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes.
MGTO 650N Managing Organizational Change
Keep stakeholders aware and involved in your project…
Gate Reviews
Update Meetings
Gallery Walks
Communication is the Key to Overcoming Resistance
MGTO 650N Managing Organizational Change
A war could have been avoided, had Saddam Hussain known better about ‘Arms Inspection....’
MGTO 650N Managing Organizational Change
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.)Top-down approach. Leaders “Walk the Talk” and put together a critical mass of ‘Change Agents’ Identifify and leverage on “Stakeholders” to maximize change efforts Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes
MGTO 650N Managing Organizational Change
Leaders’ Committment
Highly visible Involve senior management Serve as role models - ‘Walk the Talk’ Be consistent with message with the organization’s visions, goals and expectations Listen and address concernsAllocate resources and remove barriers
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.)Top-down approach. Leaders “Walk the Talk” and put together a critical mass of ‘Change Agents’ Identifify and leverage on “Stakeholders” to maximize change efforts Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes.
MGTO 650N Managing Organizational Change
What is Stakeholder Management?
Identify Stakeholders
Understand Stakeholders
Influence Stakeholders
MGTO 650N Managing Organizational Change
Stakeholder ManagementLeadership Team:First link in the action leadership
chain
Middle Management:Second link in the action leadership
chain
Frontline Employees:Third link in the action leadership
chain
Successful Change Needs an Unbroken Leadership Chain, Top to Bottom
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.)Top-down approach. Leaders “Walk the Talk” and put together a critical mass of ‘Change Agents’ Identifify and leverage on “Stakeholders” to maximize change efforts Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes.
MGTO 650N Managing Organizational Change
Major Types of Resistance• Technical Resistance: believe changes reveal inadequacy
or stupidity on business and process knowledge• Political Resistance: see change (or any restructuring as a
re-shuffle (and possibly loss of power and control )• Structural Resistance: Organization structure is not
conducive to change (e.g. rigidly structured hierarchy that does not encourage collaboration and/or communication)
• Cultural Resistance: Deeply entrenched beliefs, assumptions, patterns of behaviours. It is human nature to attach to the ‘Status Quo’.
MGTO 650N Managing Organizational Change
What should be done next? Create a “Burning Platform Clearly state the vision (a road map) Well-communicate the burning platform and the vision (Campaign, workshop..etc.)Top-down approach. Leaders “Walk the Talk” and put together a critical mass of ‘Change Agents’ Identifify and leverage on “Stakeholders” to maximize change efforts Identification and managment of resistance (structural, political, cultural and technical)Sustain gains on successful changes
MGTO 650N Managing Organizational Change
Sustaining Gains
Communication Spread success stories Replication of best practices Rewards (monetary and/or psychological) system Continuous improvement Control plan
MGTO 650N Managing Organizational Change
Initiating change in a good time(Advantages)
Enough financing Financial strong for correction Basis for a future growth Philosophy of life
– “change and grow or stagnate”
MGTO 650N Managing Organizational Change
Initiating change in a good time(Difficulties)
Resistance of employees Misunderstanding of Board of Directors and shareholders
MGTO 650N Managing Organizational Change
QQuestions? uestions? - Thank - Thank you!you!
