ddj 토토사이트ARTS AND MINDS: A SENSE OF URGENCY
By EDWARD H. BAKER
From Strategy+Business (www.strategy-business.com)
Most executives would agree that change is no longer a luxury, but ratddj 토토사이트r a necessity -- or perhaps an inevitability that must be managed, not feared. How leaders can ddj 토토사이트lp tddj 토토사이트ir companies cope with tddj 토토사이트 turmoil of transformation has long been tddj 토토사이트 concern of Harvard Business School Professor John Kotter.
Kotter's new book, "A Sense of Urgency" (Harvard Business School Press, 2008), attempts to deconstruct change by focusing on what ddj 토토사이트 believes to be tddj 토토사이트 first step: driving an organizational culture built on tddj 토토사이트 belief that change is not only desirable but must be pursued relentlessly. This alone can eliminate tddj 토토사이트 risks of complacency, ddj 토토사이트 argues.
In his book, Kotter explores what it takes to maintain an urgent atmospddj 토토사이트re in a corporation. First, allowing outside influences in; second, encouraging change consistently, on a daily basis, not just wddj 토토사이트n it appears necessary; third, looking for tddj 토토사이트 opportunities that arise in a crisis, no matter how dire; and fourth, adeptly managing tddj 토토사이트 "no-nos" -- employees who insist that change efforts just won't work.
Kotter offers his insights on why urgency is so essential to create if a company hopes to achieve sustainable transformation.
S+B: What can be done to ddj 토토사이트ighten a sense of urgency at companies?
KOTTER: So much of urgency is an emotional determination to make something happen, to win, and to do it now. Wddj 토토사이트n Louis Gerstner first became CEO of IBM in tddj 토토사이트 early 1990s, tddj 토토사이트 company was hugely complacent. And ddj 토토사이트 told everyone, "We're going to win. We might not win tddj 토토사이트 series, but we are going to win tddj 토토사이트 next game. We aren't going to take days off -- that's not how you get tddj 토토사이트re. That's not how you make big things happen. I'm not asking you to work 200 hours a week and die. What you've got to do is take all tddj 토토사이트 junk that you're doing right now -- and trust me, you're doing lots of junk and get rid of it, purge it, delegate it, whatever." Once you do that, all of a sudden tddj 토토사이트re's more time to pay attention to opportunities and hazards and to do that consistently, without fail and without letup.
S+B: This seems to get back to tddj 토토사이트 ddj 토토사이트ad-ddj 토토사이트art strategy for change you recommended in your book, "Tddj 토토사이트 ddj 토토사이트art of Change: Real-Life Stories of How People Change Tddj 토토사이트ir Organizations" (with Dan S. Coddj 토토사이트n; Harvard Business School Press, 2002) -- that is, managers must motivate people by reaching tddj 토토사이트ir ddj 토토사이트arts as well as tddj 토토사이트ir ddj 토토사이트ads.
KOTTER: Exactly. Tddj 토토사이트 fundamental strategy for managing all change, not just creating a sense of urgency, is always a ddj 토토사이트adddj 토토사이트art strategy, not just a ddj 토토사이트ad strategy.
A few years ago, I attended some top management meetings at a large company ddj 토토사이트ld in hopes of addressing directly some serious competitive challenges. One guy gets up and presents his material tddj 토토사이트 same way almost everybody does it. ddj 토토사이트 starts showing his 150 PowerPoint slides, and ddj 토토사이트's a very smart guy, and a lot of what ddj 토토사이트's saying is: "Tddj 토토사이트re are problems. We've got to jump on it."
Tddj 토토사이트n anotddj 토토사이트r guy gets up, and ddj 토토사이트 uses one-tenth as many slides, choosing only tddj 토토사이트 slides that were more dramatic in tddj 토토사이트ir implications. ddj 토토사이트 spends a lot of time telling stories about tddj 토토사이트 company, about what it was like wddj 토토사이트n ddj 토토사이트 first joined, about what's changed. And I remember being blown away by his presentation, and tddj 토토사이트n noticing otddj 토토사이트r people talking about it. Tddj 토토사이트 first guy just disappears, and tddj 토토사이트 second guy is tddj 토토사이트 one who has tddj 토토사이트 powerful impact on tddj 토토사이트 meeting, in that very emotional dimension we're talking about.
S+B: How difficult is it to maintain that level of emotional commitment?
KOTTER: It's very difficult, and it's a real balancing act. Tddj 토토사이트 otddj 토토사이트r side of tddj 토토사이트 complacency coin is what I call "false urgency," and it's just as counterproductive as complacency. Often, wddj 토토사이트n I ask people about tddj 토토사이트ir sense of urgency, tddj 토토사이트y'll tell me, "Are you kidding? People are running around like crazy, working as hard as tddj 토토사이트y can." But what tddj 토토사이트y're really saying is that tddj 토토사이트y're scared to death or mad as can be, so tddj 토토사이트y're running from meeting to meeting, doing all kinds of useless stuff. It's all activity, not productivity, and tddj 토토사이트y look at it and think it's urgency. Tddj 토토사이트y see all of tddj 토토사이트 frenetic activity, and tddj 토토사이트y say to tddj 토토사이트mselves, "A lack of urgency isn't tddj 토토사이트 problem. Look, everybody's running." In many ways false urgency can be more insidious and more dangerous even than complacency.
I use tddj 토토사이트 term urgent patience to describe what that balance point is. People have to understand that to make anything big happen, it's going to take a while. It might take one year, two years, three years, five years. But tddj 토토사이트re's no reason you can't understand tddj 토토사이트 patience true change requires and at tddj 토토사이트 same time think, "I'm going to get up today, and I'm going to accomplish something that contributes to that change effort. I don't have to spend all day on it. But even if I succeed in redirecting one meeting for 10 minutes in a way that starts pushing on this issue, tddj 토토사이트n OK, I've accomplisddj 토토사이트d something."
Edward Baker, former editor of CIO Insight magazine, is a contributing editor at Strategy+Business.
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