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Understanding Change Leadership: A Primer on Effective Organizational Transformation

This presentation by John Weisz, prepared for the American Society of Quality, explores the critical role of change leadership in the success of Lean Six Sigma (LSS) projects and other organizational initiatives. It highlights the common pitfalls of change management, emphasizing that 70% of LSS projects fail to meet their goals. Weisz outlines a framework that includes anticipating change, utilizing tools for risk mitigation, and fostering a proactive change leadership environment. The session also discusses the steps necessary to build an effective change strategy that can adapt to both incremental and discontinuous changes.

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Understanding Change Leadership: A Primer on Effective Organizational Transformation

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  1. “What’s Change Got to Do With It?” A Primer on the Psychology of Change Leadership Prepared for Section 0502 Baltimore American Society of Quality By John Weisz SSBB, CQE, CRE, CPIM, CPL ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  2. Some Things to Think About • 70% of LSS projects do notmeet charter’s goals • The average LSS project (for only “partially committed” LSS) has less than 50% chance of survival • Why is this? Organizations Don’t Manage Change Well! • This applies just as well to LSS,CMMI, MBNQA & ISO/TL 9000 endeavors 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  3. Further Considerations (or the “6 Steps to Success”) • Change Leadership is essential to LSS Success • Anticipate change, don’t react to it (PDCA) • Look below the surface • Be a pessimist- use methods and tools to identify worst case scenarios and execute plans that mitigate risk • “Control” is as important in change leadership as it is in project management • Validate that you have created a change leadership environment. This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  4. Discontinuous change Incremental change Equilibrium Disequilibrium The Growth (“S”) Curve Improved performance! • Anticipating the change enables: • experimentation, failure & trying again • collection of more market & trend information • increase in resources to invest more in advanced development and proactively influence the next change T3 TigerTech/Change leadership and LSS.ppt This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  5. The Growth Curve: Some Implications • The need for change is typically triggered by a change in the environment • The need for change does not imply that what we were doing before was wrong • The object of accelerating change is to shorten Phases 1 and 3, so we can get to Phase 2 as quickly as possible. • Delay can be fatal: the frequency of the change cycle is increasing This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  6. Change Administration vs. Leadership Traditional Approach (Administration) • Manage organizational disruption • Focus on process • Work through existing organization • Complex and sequenced • Long term (3-5 years) • One approach fits all Accelerated Approach (“leadership”) • Maximize shareholder returns • Focus on strategy • Change can require new leadership • Simultaneous initiatives • Slow pace means low yields • Tailored approach, depending on needs Note: These are the same objections, methods and behaviors needed for leading LSS teams This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  7. The Paradigm Shift for Change This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt 7 of15

  8. Accelerated Cycle of Change Launch Change Campaign here Reduce time & cost to effect change Early Success!! Winning Business Proposition • Drive ‘cycle time to change’ to zero • - Drive change variance to zero Make Business Case for Change Right Answer + Right Campaign =Right Results! This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  9. 5 Steps to Change Leadership’ • Step 1: Confront Reality • Step 2: Define the Winning Future • Step 3: Design the Change Plan • Step 4: Execute & Adapt the Change Campaigns • Step 5: Disengage and Follow Up ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  10. Change Leadership Documents • Business Case for Change • Gap Analysis [Tools = FMEA & other tools] • Winning Business Proposition • Identify Campaign Changes • Change Campaign Assessment • Detailed Action Plans ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  11. “What now, General Washington?” [an historical example] ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  12. Trenton • Princeton • …& beyond • Losing the war • in full retreat • scattered and small army • people not supportive What’s the Change Paradigm here? • [Really] ready to fight • has momentum • more men; veterans • food, supplies & $$ • Winning the war • Independence! • large, enthusiastic army • ‘universal’ optimism ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  13. How did General Washington do it? ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  14. Hudson R. 5 4 1 X X Washington’s Plan:What actually happened? New York To Morristown Basking Ridge Perth Amboy Brunswick Hillsborough Princeton Rocky Hill KIngston Trenton Bordentown Delaware R. ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

  15. Questions about Change Leadership? Call John Weisz SSBB, CQE, CRE 410-987-1287 jweisz@t3-tigertech.com ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

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