Download wide array of change levers

A Few Thoughts on
Organization-wide
Transformation
Initiatives
Presentation by William (Bill) Judge
To Senior Executive Board, BPI
December 8, 2016
2:00 to 3:30 PM via Webex
Bill’s Experience Base
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Coaching experience with change leaders guiding
organizational-wide change initiatives
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Knowledgeable and contributor to the erxtensive
research literature focused on organization-wide
change initiatives
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Training expertise with middle managers and senior
executives to bring about organization-wide change
that meets strategic objectives
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Author of Diagnostic Transformation Tool
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Organizational Capacity for Change inventory – This
is a valid and reliable 32 item tool for diagnosing
change capacity and tracking improvements over
time. OCC consists of eight dimensions.
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Chapter 1: The Strategic Leaders New Mandate
Chapter 2: What is Organizational Capacity for Change?
Chapter 3: Dimension 1: Trustworthy Leadership
Chapter 4: Dimension 2: Trusting Followers
Chapter 5: Dimension 3: Capable Champions
Chapter 6: Dimension 4: Involved Mid-Management
Chapter 7: Dimension 5: Systems Thinking
Chapter 8: Dimension 6: Communication Systems
Chapter 9: Dimension 7: Accountable Culture
Chapter 10: Dimension 8: Innovative Culture
Chapter 11: The Big Picture
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Author of Popular Simulation Training Tool
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Change Management: Power & Influence
This is a best-selling, modestly-priced single
player simulation training tool for learning
about and practicing the leadership of
organization-wide change initiatives
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Subjects covered:
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Using your full array of change levers
Adapting the change plan
Monitoring leader credibility
Identifying the phases of organization change
Dealing with resistance to change
Sequencing change levers properly
Tailoring change plan to specific context
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7 Principles for Bringing About Effective
Organization-Wide Transformation (Change)
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Two ways to bring about change: (1) reaction to crisis-induced change,
and (2) proactive visionary leadership
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Successful change is more about winning hearts than it is about
convincing minds about the value of the change
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Successful change leaders first diagnose the organization’s capacity for
change before they launch change initiative
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Successful change leaders prepare a change plan that is contextuallydriven and based on preliminary diagnosis
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Successful change leaders use a wide array of change levers that are
sequenced thoughtfully
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Successful change leaders adapt their change plan to emerging
realties as the initiative unfolds
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Successful change leaders attend to their credibility throughout the
implementation of the change initiative and invest in credibilityenhancing efforts when necessary
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