john kotter dual operating system

These approaches are effective when it is clear that you need to move from point A to a well-defined point B; the distance between the two is not galactic; and pushback from employees will not prove to be herculean. I think it will. They could put the eight-step process to work and then pack it away until it was needed again. The solution is a second operating system, devoted to the design and implementation of strategy, that uses an agile, networklike structure and a very different set of processes. I’ll put together a group and attack it.” That person writes up a description and sends it out to the volunteer army, and five people immediately step forward. Its members are change leaders who bring energy, commitment, and enthusiasm.Design and implementation occur in the network and are instituted within the hierarchy. In our book, we discuss some key approaches towards structuring for digital transformation and organisational change, and one notably useful model comes from Kotter’s Accelerate, in which he describes an organisational structure model designed to enable the rapid development of new ideas and models whilst still maximising the operational efficiencies needed to manage business as usual. The old ways of setting and implementing strategy are failing us, writes the author of In such a system the hierarchy can hand off the pursuit of big strategic initiatives to the strategy network, freeing itself to focus on incremental changes to improve efficiency.

A well-functioning GC will treat the committee’s comments as highly valuable input but won’t automatically accept them as commands. If all you do is manage the hierarchy, you have no hope of seeing revolutionary innovations. Despite all the change, complaints about change fatigue in the core business are few.The results are dramatic. The general manager said, “Thank you for explaining all that to me. And the division has started to win back market share, which the financial community has rewarded with a 55% increase in the company’s market cap.These are still early days. Sufficient urgency around a strategically rational and emotionally exciting opportunity is the bedrock upon which all else is built.This point tends to prompt skepticism from people who have seen attempts to motivate a workforce fail. We will be a proud, passionate group, still gaining momentum to make us the most admired sales organization and the best place to work in the industry.” The statement was perfectly rational, but there was also a lot of heart in it.The guiding coalition then took a first pass at identifying specific initiatives.

Version 1.0 may play little or no role in strategy formulation but be involved, rather, in implementation. Part of the problem is political: Managers are loath to take chances without permission from superiors. The most agile, innovative companies add a second operating system, built on a fluid, networklike structure, to continually formulate and implement strategy. That means not large numbers of full-time or even part-time appointments but volunteers. You cannot mobilize voluntary energy and brainpower unless people want to be change agents and feel they have permission to do so. The Evolution of the 21st Century ... - YouTube Salespeople and their managers loved the end product. The network cannot be viewed as a rogue operation. This structure is dynamic: Initiatives and subinitiatives coalesce and disband as needed. The network provides what Charles Handy calls in his Sigmoid Curve model . And people have only so much patience, so proof must come quickly. A dual operating system is a nod to what Kotter believes is some of the most interesting management thinking of the past few decades, from Michael Porter's \"wakeup call telling us that organizations need to pay attention to strategy much more explicitly and frequently,\" to Clayton Christensen's insights about how poorly companies handle the technological discontinuities inherent in a faster moving world.

It's easy and 100% free. But very few jobs in traditional hierarchical organizations provide the information and the experience needed to become a leader. Senior managers helped to ensure that lower-level employees got the information they needed to make smart decisions. Its members agreed on five, including attracting and hiring outstanding people with Asian experience, and making the product-introduction process faster and more efficient. This is not an “either or” idea.