PA Education Policy Fellowship Program COL Ruth Collins Carlisle Barracks, 15 Feb 02

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PA Education Policy Fellowship ProgramCOL Ruth
CollinsCarlisle Barracks, 15 Feb 02
TRANSFORMING ORGANIZATIONS The Work of Strategic
Leaders
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TRANSFORMATION
What is it?Why should we do it? How do we do
it?
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Transformation

• Transformation is not an event it is a process.
  It is something that involves a mind set, an
  attitude, a culture.
• Donald Rumsfeld, Secretary of Defense
• Being brilliantly good at yesterdays game is
  not going to work.If you dont enjoy and get
  excited about change, you cant be an effective
  leader. Tom Peters
• If you dont like change, youll like
• irrelevance even less!
• Chief of Staff, Army

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Transformation Involves Change No Way Around
It!
Ø Why do some want to transform but they
dont want to change?

• Why is change
• so hard?

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Well, so much for working for change within the
system.
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It aint broke, why change it
Its not practical
Lets form a Committee
We havent the time
The boss wont support it
Yes, but...
Culture that can stifle ideas
We tried that before
It needs more study
Its not in the Budget
But you havent considered...
We dont have the people
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Where should we go?
How do we get there?
CHANGE REQUIRES BREAKING THE PARADIGM
If you dont know where youre going, any road
will get you there.
The world hates change, yet it is the only thing
that has brought progress. Charles F. Kettering
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Breaking Paradigms
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ARMY
TRANSFORMATION

PEOPLEREADINESS..TRANSFORMATION.
changing the way we arm, train, develop leaders,
deploy and fight to address the conditions we
face in the world, effectively.
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Personnel Aspects of Army Transformation
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Leading Change

• Establish a sense of urgency
• Form a powerful guiding coalition
• Create a vision
• Communicate the vision
• Empower others to act
• Plan for and create short-term successes
• Consolidate successes and create more changes
• Institutionalize new approaches
• 
  
• 
  Kotter,
  Leading Change
• 
  
  

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Critical to Change . . . .

• Vision
• Commitment
• Organization
• Strategy

What should our core competencies be?
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The important thing is this To be able at any
moment to sacrifice what we are for what we could
become. Charles du Bois
Thinking in Time

• Capturing factors assumptions that will lead
  us to change
• Imagining possible futures/role of
  the organization in those futures
• Anticipating short and long term implications

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Deciding What to Change
"To change and to change for the better are two
different things." German Proverb

We must adjust to changing times and still hold
to unchanging principles. Jimmy Carter
Leaders must understand the interweaving of
continuity and change. In other words, its just
as important that leaders appreciate what things
should not be changed. John Gardner
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REALIZING THE VISION!
TECHNOLOGY
thru
CUSTOMERS

• Process Change
• Leader Development
• Structure
• Funding

LOGISTICS
HUMAN RESOURCES
WORKFORCE
ENVIRONMENT
INTEGRATED PROCESSES
There are two kinds of organizations - those
that are changing and those that are going out
of business (TRADOC)
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PROCESS CHANGE
Too often leaders provide either vision or a set
of programs, but not both. Some leaders know
where they want to go, but do not have a plan for
getting there their organizations tend to wander
without focus. Douglas E. Lute

• Near Term
• Quick wins
• Business Process Review on the fly
• Deliberate
• Methodical
• Full Business Process Review
• PROCESS . . . PROCESS. . . PROCESS

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Systems Thinking

• a way of thinking about, and a language for
  describing and understanding the forces and
  interrelationships that shape the behavior of
  systems. (Senge, The Fifth Discipline)
• Examine totality versus elements one at a time
• Model or Map of Reality
• Components/elements/functions
• Relationships/interactions/interdependencies
• Logical Flow

Output
Transformation
Environment
Input
Feedback
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You Must Set the Conditions

• Work the concept first. Communicate,
  communicate, communicate!
• If there is one generalization we make
  about leadership
• and change, it is this No change can
  occur without willing
• and committed followers. Bennis
• Set your azimuth. Focus on how you should
  conduct operations in the new environment you are
  anticipating.
• Tie business process review to concepts.
• Find specific functions by location to work as a
  laboratory.
• Use the correct terms to gain credibility
• Transformation is venture/capital
  work You get a few , you
• show something for it, and you get a
  few more you show
• something for it, and you get a
  few more CSA 8 Feb

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You Must Set the Conditions

• You must have a Strategy within the Strategy
• Analyze the alternatives and vet them
• Link your actions to related Transformations or
  efforts
• Articulate the value to your audience(s)
• Get buy in for successful execution
• Dont sell it as a be all, end all plan
• Reveal and plan for 2d/3d order effects
• Dont relinquish force structure before progress
  materializes
• Dont underestimate difficulty/challenges or
  appear you are
• Have a healthy risk mitigation plan for interim
  solutions

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Why Change Efforts Fail

• Allowing too much complacency
• Failing to create a sufficiently powerful guiding
  coalition
• Underestimating the power of vision
• Under-communicating the vision
• Permitting obstacles to block the vision
• Failing to create short-term wins
• Declaring victory too soon
• Neglecting to anchor the changes in the culture

Kotter, Leading Change
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I reached the conclusion that my ability to
influence my subordinates was directly
proportional to the amount of time I was willing
to listen to them. Woodmansee
Well never get anywhere if you keep asking so
many questions, Harry


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The world hates , yet it is the only
thing that has brought progress.
Leading Change The Work of Strategic Leaders
C H A N G E
Charles F. Kettering