Why Transformation Fails Essay

1113 words - 5 pages

The next error that Kotter refers to in his article is not systematically planning for and creating short-term wins. There is an old cliché that stays Rome was not built in a day, but slow progress does not mean any progress. In the Kotter article, he mentions that most people will not go on the long march unless they see compelling evidence within 12 to 24 months. It is clear that without short-term wins, your vision will not be adopted by your guiding coalition. More important, you never gain the additional support that is required to create change. You must create short-term wins instead of hoping for them to just happen. Establish some type of benchmark that is very attainable to begin with. This lets your company or organization know that you are moving forward and accomplishing set goals. With NEWC, I would have established a quick and simple win that everyone could see, the shareholders and the common employees. This short-term win would have to include results. I would make this goal clear to the company. The timeline for my goal would be 12 months, but this win would be attainable within six months. This would build confidence in the vision and prove to the coalition that the vision works.

The next step or error in transforming change within an organization is declaring victory too soon. For success, you must continue consolidating improvements and producing still more change. So many organization make this common mistake. Change should be constant and organizations need to keep adapting to ever changing situations. Successful change in a sense is measured by longevity. Flexible leaders realize the need for change and innovation within a company. Great leaders are those that recognize the need for change. They tend to learn more from their success than they do from their failure. Companies like Walmart, Nike, and 3M have all made major innovations over the years that allowed each of them to have continuing success. Companies like Kodak and Blockbuster claimed victory prematurely, in addition to failing to innovate. The result for both was failure. How much of this is determined by the leadership? I think the leader is the proponent of transformational change within an organization. I do not think NEWC declared victory too soon. The company had withstood the test of time but never positioned itself to adapt to change. It never established itself in a position to continue to improve. In my opinion, I think as a leader you should continue to encourage your organization to innovate. I would establish a 5-year plan for NEWC. I would continue to innovate with the company’s core competences. NEWC needs to be a learning organization. Those that are not learning organization are destined to fail.

The last error that attributed to why transformation efforts fail is not anchoring changes in the corporation’s culture. In his article, Kotter mentions two particularly factors that institutionalize change...

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