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Leading Change- Accelerated Process
5 steps for a change process.
2019
Learning gets respect
A fact.
Change Champion
Having a champion and team members
who demonstrate visible and active
commitment to support the change.
High level steps
Five Steps to accelerate change
1. Creating a shared need
2. Shaping vision
3. Mobilizing commitment
4. Making change last
5. Monitoring progress
1 - Creating a shared need:
The reason to change, whether driven
by threat or opportunity is instilled
within the organization and widely
shared through data, demonstration,
demands or diagnosis.
The need for change must exceed its
resistance.
2 – Sharing vision
The desired outcome of
change is clear, legitimate,
widely understood and
shared in behavioral terms.
3- Mobilizing commitment:
Strong commitment from key
constituents to invest in the
change, make it work, demand
and receive management
attention.
4 - Making change last:
Once change is started, it endures,
flourishes and key learnings are
transferred through out the
organization. Early wins are encouraged
to build momentum for the change.
5- Monitoring progress:
Progress is real; benchmarks, set and realized;
indicators established to guaranty
accountability.
System and Structures:
Making sure that the management practices are used to complement and
reinforce change.
Thank you

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Leading change accelerated process 2019

  • 1. Leading Change- Accelerated Process 5 steps for a change process. 2019 Learning gets respect
  • 3. Change Champion Having a champion and team members who demonstrate visible and active commitment to support the change.
  • 5. Five Steps to accelerate change 1. Creating a shared need 2. Shaping vision 3. Mobilizing commitment 4. Making change last 5. Monitoring progress
  • 6. 1 - Creating a shared need: The reason to change, whether driven by threat or opportunity is instilled within the organization and widely shared through data, demonstration, demands or diagnosis. The need for change must exceed its resistance.
  • 7. 2 – Sharing vision The desired outcome of change is clear, legitimate, widely understood and shared in behavioral terms.
  • 8. 3- Mobilizing commitment: Strong commitment from key constituents to invest in the change, make it work, demand and receive management attention.
  • 9. 4 - Making change last: Once change is started, it endures, flourishes and key learnings are transferred through out the organization. Early wins are encouraged to build momentum for the change.
  • 10. 5- Monitoring progress: Progress is real; benchmarks, set and realized; indicators established to guaranty accountability.
  • 11. System and Structures: Making sure that the management practices are used to complement and reinforce change.

Editor's Notes

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