20 ideas to make change

happen

Idea # 1Focus.

Do 1 thing at a time

Focus on the one thing that will have the greatest impact.

Sourceshttp://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

Sourcehttp://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.html

Be precise and specific about what to do.

Idea # 2 Make what you do

important and urgent

DelegateDepositNot

impor-tant

Do nowSchedule in calendar

Impor-tant

UrgentNot

urgent

Source: Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm

20% of the results

80% of the results

80% of the time spent

20% of the time spent

Source: Pareto’s principle.

Idea # 3 Be a role model

Jack Welch: Role model management is – without question – the key to driving behaviours

Source Jack Welch. 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.

Source: 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.

Sourcehttp://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/

Idea # 5 Get power

to do things

Everyone knows which decisions and actions he or she is responsible for.

Most important trait for organizational effectiveness

SourceGary L. Neilson, Karla L. Martin, and Elizabeth Powers:The secrets to successful strategy execution.

Idea # 6 Communicate continuously

using social media

Proactivechange

Reactivechange

Revolu-tionary change

Conti-nuous change

Sources: Agndal, H., Axelsson, B., Melin, L., (2005), Developing Sourcing Capabilities, p 21, John Wiley & Sons Lt.http://arc.hhs.se/download.aspx?MediumId=537, p. 19

Sudden break with status quo.

Large, radical change.

Revolutionary change

Continuous communication.

Continuous improvement.

Permanent learning.

Small, step-by-step changes.

Continuous change

Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea.

Sourcehttp://hbr.org/tip?date=090712

In 2005, Toyota received more than 540,000 improvement ideas from its Japanese employees.

Source:Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.

Idea # 7Communicate passionately

To get your ideas heard: Be passionate, share your enthusiasm.

Sourcehttp://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

Source: http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdf

High energy

Low energy

Alert

Passion

Happy

Nervous

Stressed

Upset

Sad

Depressed

Fatigued Calm

Relaxed

Contented

Angry

Idea # 8 Work with peoplewho want change

John Kotter: People have got to want to do it

Source: http://www.vimeo.com/20000475

Activefollowers

ProactiveWant change

ReactiveResist 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.

Sourcehttp://www.strategy-business.com/article/11205?pg=all

Source: http://www.tignum.com/sink_float_or_swim

Activity10: Very active.1: Very inactive.

Ms Y.

Mr. Z

Competence10: Very competent.1: Not competent.

Attitude10: Very positive.1: Very negative.

Mr. X

Source: http://news.bbc.co.uk/1/hi/business/7957671.stm

What makes the Tata Nano so cheap?

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

Source: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007.

Girish Wagh was in his early 30s when he headed the Tata Nano Project.

Source:http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsoleting-themselves-vijay-govindarajan/articleshow/7673968.cms

Generation Y expects to work in communities of mutual interest and passion, not structured hierarchies.

Consequently, people management strategies will have to change so that they look more like Facebook and less like the pyramid structures that we are used to.

Sourceshttp://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/ http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/

Vineet Nayar

”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.

Sources: Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.” mckinseyquarterly.com, January 2007.http://www.hindu.com/2008/06/29/stories/2008062956021300.htm

Ravi Kant

Idea # 9 Set goals for yourself and reach them

Not goals

Change is happening

Goals

What do I doWhat don’t I do

Define a 100-day challenge.

Sourcehttp://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 top-down 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.

Sourcehttp://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.

Sourcehttp://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf

“..being too focused on achieving a specific goal may decrease extra-role behavior, such as helping coworkers (Wright, George, Farnsworth, & McMahan, 1993).

Goals may promote competition rather than cooperation and ultimately lower overall performance (Mitchell & Silver, 1990).”

SourceOrdóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.:”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.”http://www.hbs.edu/research/pdf/09-083.pdf

Keep in mind:

Idea # 10 Do different

things across the value chain

People do different things they like to do

across the value chain

Rational engagement

focus

Emotional engagement

focus

External Change Driver

Internal Change Driver

Idea # 11Tell people what is in it for them

Source Jack Welch. 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.

Sourcehttp://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected

Idea # 12 Give and get

feedback

1. Use ”I” language.

2. Be specific / concrete. Use facts.

3. Give positive, helpful feedback. Give the person a gift.

Feedback tips

Feedback frequency

Performance

Schein, Edgar H.: Process Consultation, p. 98.http://web.hbr.org/email/archive/managementtip.php?date=022610 http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiver

Sources

Idea # 13Get inputs from

outside

Source:Creating an Innovation Mindset. An interview with Vijay Govindarajan. http://www.youtube.com/watch?v=sNzkmZdM4A4 http://www.economist.com/node/16888745?story_id=16888745

Managers must bring infresh voices from outside.

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.

Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html

Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html

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.

Source: Gardner, John W.: On Leadership, p. 130.

Rationalinput from

outside

Rational engagement

focus

Emotional input from outside

Emotional engagement

focus

External Change Driver

Internal Change Driver

Idea # 14 Keep trying out

ideas at low costs

Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute.”

SourceHamel, Gary: The Future of Management, p. 120.

The need to experiment and fail inexpensively in execution is where most of the focus is these days.

Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.html

Vijay Govindarajan

Source: http://www.businessweek.com/managing/content/may2009/ca2009058_754247.htm http://www.buzzmachine.com/about-me/

Jeff Jarvis encourages us not to be too scared to make mistakes. “You need to be free to fail”, he says.

“Fail often to succeed sooner”

Tom Kelley, IDEO 

Source:http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35http://www.ideo.com/people/tom-kelley

Sourceshttp://lawrencelot.com/happy-birthday-thomas-edison-107 http://www.ideachampions.com/weblogs/archives/2010/09/theres_a_lot_of.shtml

"Anyone who has never made a mistake has never tried anything new."

Albert Einstein

Sourcehttp://www.ideachampions.com/weblogs/archives/2011/03/_anyone_who_has.shtml

Idea # 15Ask for forgiveness

rather than for permission

”If you see an opportunity, go for it!”

SourceShona 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?

Sourcehttp://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day

Idea # 16Keep things

simple

Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.html

Usability drives adoptability, and therefore it pays to keep things simple.

Idea # 17 End each

meeting with action steps

Sourcehttp://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/

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.

Idea # 18 Signal new era by

using symbols

Source: http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm

Idea # 19 Measure

innovation

1. Does the idea cut costs within x days?2. Does the idea help reduce polution / waste

within x days?3. Does the idea help more people to learn

more within x days?

Examples of criteria to evaluate whether an idea is valuable

Adapted fromhttp://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html

Idea # 20 Celebrate success

experiences

Source: http://youtu.be/9buGE_vKxcc

Celebrate successes using handwritten notes