Change. Gaurav Gupta

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Change - Gaurav  Gupta

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of larger-than-life leaders (Lincoln, Matsushita, Mandela) give us many clues as to how change can be handled well today. The very best of these people created a broadly embraced sense of urgency around opportunity. They communicated widely and got people to buy into the concept of capitalizing on that opportunity. They won over hearts and minds with strategy and passion. They mobilized many to take aligned action against the various organizational and human barriers through relentless positive energy and talk of opportunity. They made sure wins came early and often and were broadcast and celebrated, helping refuel excitement. They were also sensitive to maintaining urgency and energy until work on initiatives was successfully completed.

      It is now increasingly clear that these larger-than-life leaders avoided common pitfalls and mobilized action not just intermittently, not just once, but all the time, iteratively, often for years. Our most recent research is showing that's precisely what organizations need to do in a new era of speed, complexity, and uncertainty—similar actions taken not once a decade but continuously.

      This last point is important because it helps explain why organizations without larger-than-life leaders—which is to say, almost all entities—can also produce astonishing results. They can use diverse teams that create a very similar process of mobilizing and leading others to achieve great change.

      Research on leading change successfully today shows that teams drive broad-based action by behaving according to a set of guiding principles.

      First, they hold themselves and others accountable to have-to tasks, but they also realize that a want-to, emotionally positive, almost volunteer attitude is essential in mobilizing people to go on a rapid-change journey. Second, they are rational and analytical, but they also win over hearts to get true buy-in, energized volunteerism, and that want-to positive attitude. Third, they are good at management and they develop and promote excellence in the planning, organizing, and controlling so central to modern organizations. But much more than is common today, they also encourage and support leadership from many people, not just from a few of their peers at the top of an organization. Fourth, they use small, highly select groups to attack certain change tasks. Yet they also heavily rely on the diverse many—a group big enough and with the breadth of information and contacts both to figure out what changes are needed and to execute them despite human nature and organizational barriers.

An illustration of Change Principles.

      Because a management hierarchy can fight this process and is not designed to foster volunteerism, a want-to attitude, and leadership up and down the hierarchy, the most successful change teams now create a second system to facilitate the work, a system built not on formal hierarchy but on fluid networks.

      Taken together, these three streams of research show us why we struggle with change, why the struggle will only grow unless we act now, and what highly effective action increasingly means.

      Furthermore, these same principles and processes appear to apply to all complex change challenges and change methodologies, whether they are seen as and labeled as digital/IT, cultural, or even cost cutting (restructuring).

      More often than not, as you will see in the upcoming chapters, people succeed or struggle in all these areas for the very same reasons—reasons that are less related to digital technologies or M&A genius or Agile or restructuring, and more to do with change principles and processes, the nature of modern organizations, and human Survive and Thrive hardwiring.

Schematic illustration of the principles of The Three Streams.

      A note to all readers: Part II of this book devotes a chapter to each of the methods shown above in the diagram. If you are deeply engaged in one of the methodologies shown in that exhibit and are pressed for time, we suggest you next read the chapter on that method and the last two chapters of the book. You can then decide when and how to engage with the rest of the material.

Part II THERE IS A BETTER WAY TO ACCELERATE:

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