Six Sigma Relevancy Question and Kotter's Theory of Transformation
Six Sigma Relevancy Question and Kotter's Theory of Transformation
It seems that the subject of Six Sigma, Lean and similar-type program effectiveness is a hot button. Perhaps it is a result of the tough economic times, which can cause organizations to re-examine or scrutinize their current practices and related improvement strategies more closely. Perhaps it is also due to the fact that the issue of relevance and/or effectiveness has been brewing beneath the surface for some time, and therefore coupled with the circumstance of market vagaries created a perfect opportunity for laying the proverbial cards on the table.
Regardless, the ongoing discussions pertaining to my latest white paper in a rapidly expanding list of forums and groups, collectively provides a diversity of perspectives that seems to transcend the question itself.
One such exchange that was of particular interest centered on Dr. John P. Kotter’s 8 steps for organizational transformation. Rather than paraphrase my dialogue with a forum member from the Superfactory Group on LinkedIn, I thought that it would be more interesting and beneficial to provide an actual account. That said I am pleased to share the following with you.
Member Comment:
“Just like to share my experience regarding the 8 steps of transforming your organization developed by Prof. John P. Kotter and my belief that it is very, very relevant and logical.
I would suggest referencing his publication of the Harvard Business Review titled “Leading Change: Why Transformation Efforts Fail,” plus the theory “E” and “O” of Michael Beer and Nitin Nohria in his article titled “Cracking the Code of Change.”
My personal view and experience is if you couple both effectively you have a high chance of adopting and converting Lean or Six Sigma or TPM as your culture.
Chan Dy, Total Productive Management Team Leader, Cambodia Brewery
My Response:
Hello Chan.
I did an extensive study of Dr. Kotter’s work in 2004 and 2005, which resulted in several articles and even a popular seminar series titled “The Change Management Myth.”
Referencing Gleicher’s Formula, which is based upon the concept that “the combination of organizational dissatisfaction, vision for the future and the possibility of immediate, tactical action must be stronger than the resistance within the organization in order for meaningful changes to occur,” Richard Beckhard and David Gleicher’s “Formula for Change” should certainly set off a few alarms relative to the sustainable effectiveness of Dr. Kotter’s 8 steps.
In fact even Kotter acknowledged the fact that it is imperative for any change management strategy to gain the necessary traction or “buy-in” within the first six months of being launched. He concluded that the longer it takes for a change management initiative to gain acceptance within the enterprise the likelihood of success diminishes exponentially.
Now whether Kotter’s assertion that six months is the actual point of criticality, or a longer or shorter variance of the same applies, the key point is that most initiatives are structured around a considerably longer implementation period.
My research, which was partially funded by the Government of Canada’s Scientific Research and Experimental Development (SR&ED) Program, identified this chasm between the timeline for acceptance and the average implementation period as one of the main reasons for the high rate of initiative failure.
What’s the answer?
Given the limited confines of this venue, I will conclude by saying that a good starting point for any initiative can be found in Jim Collins’ book “Good To Great,” and in particular the differences between the Flywheel and Doom Loop principles.”
As you will note from the above exchange, the interest in the subject is wide and global, attracting significant responses from stakeholders on all sides of the issue including those within the corporate ranks that are charged with making their organization’s process improvement initiatives successful.
The only thing I would add, besides of course downloading the white paper itself (refer to the link below), is to get a copy of Forrest Breyfogle’s series of books. Just to be clear, and in line with Procurement Insights’ tenet of total neutrality, I do not receive any form of compensation for recommending Breyfogle’s books. I honestly believe that the principles reflected in his work goes a long way towards explaining the consistently strong results of his Integrated Enterprise Excellence methodology.
White Paper Link: Visit my profile for my contact coordinates so that you can obtain a copy of the white paper. Note: As the research surrounding the paper was funded by third parties, the paper is available free of charge.
Six Sigma Relevancy Question and Kotters Theory of Transformation - To learn more about this author, visit Jon Hansen's Website.
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In my previous post, I talked about the potential impact that a particular article or paper might have in terms of stimulating readership discussion.
It seems that the subject of Six Sigma, Lean and similar-type program effectiveness is a hot button. Perhaps it is a result of the tough economic times, which can cause organizations to re-examine or scrutinize their current practices and related improvement strategies more closely. Perhaps it is also due to the fact that the issue of relevance and/or effectiveness has been brewing beneath the surface for some time, and therefore coupled with the circumstance of market vagaries created a perfect opportunity for laying the proverbial cards on the table.
Regardless, the ongoing discussions pertaining to my latest white paper in a rapidly expanding list of forums and groups, collectively provides a diversity of perspectives that seems to transcend the question itself.
One such exchange that was of particular interest centered on Dr. John P. Kotter’s 8 steps for organizational transformation. Rather than paraphrase my dialogue with a forum member from the Superfactory Group on LinkedIn, I thought that it would be more interesting and beneficial to provide an actual account. That said I am pleased to share the following with you.
Member Comment:
“Just like to share my experience regarding the 8 steps of transforming your organization developed by Prof. John P. Kotter and my belief that it is very, very relevant and logical.
I would suggest referencing his publication of the Harvard Business Review titled “Leading Change: Why Transformation Efforts Fail,” plus the theory “E” and “O” of Michael Beer and Nitin Nohria in his article titled “Cracking the Code of Change.”
My personal view and experience is if you couple both effectively you have a high chance of adopting and converting Lean or Six Sigma or TPM as your culture.
Chan Dy, Total Productive Management Team Leader, Cambodia Brewery
My Response:
Hello Chan.
I did an extensive study of Dr. Kotter’s work in 2004 and 2005, which resulted in several articles and even a popular seminar series titled “The Change Management Myth.”
Referencing Gleicher’s Formula, which is based upon the concept that “the combination of organizational dissatisfaction, vision for the future and the possibility of immediate, tactical action must be stronger than the resistance within the organization in order for meaningful changes to occur,” Richard Beckhard and David Gleicher’s “Formula for Change” should certainly set off a few alarms relative to the sustainable effectiveness of Dr. Kotter’s 8 steps.
In fact even Kotter acknowledged the fact that it is imperative for any change management strategy to gain the necessary traction or “buy-in” within the first six months of being launched. He concluded that the longer it takes for a change management initiative to gain acceptance within the enterprise the likelihood of success diminishes exponentially.
Now whether Kotter’s assertion that six months is the actual point of criticality, or a longer or shorter variance of the same applies, the key point is that most initiatives are structured around a considerably longer implementation period.
My research, which was partially funded by the Government of Canada’s Scientific Research and Experimental Development (SR&ED) Program, identified this chasm between the timeline for acceptance and the average implementation period as one of the main reasons for the high rate of initiative failure.
What’s the answer?
Given the limited confines of this venue, I will conclude by saying that a good starting point for any initiative can be found in Jim Collins’ book “Good To Great,” and in particular the differences between the Flywheel and Doom Loop principles.”
As you will note from the above exchange, the interest in the subject is wide and global, attracting significant responses from stakeholders on all sides of the issue including those within the corporate ranks that are charged with making their organization’s process improvement initiatives successful.
The only thing I would add, besides of course downloading the white paper itself (refer to the link below), is to get a copy of Forrest Breyfogle’s series of books. Just to be clear, and in line with Procurement Insights’ tenet of total neutrality, I do not receive any form of compensation for recommending Breyfogle’s books. I honestly believe that the principles reflected in his work goes a long way towards explaining the consistently strong results of his Integrated Enterprise Excellence methodology.
White Paper Link: Visit my profile for my contact coordinates so that you can obtain a copy of the white paper. Note: As the research surrounding the paper was funded by third parties, the paper is available free of charge.
Six Sigma Relevancy Question and Kotters Theory of Transformation - To learn more about this author, visit Jon Hansen's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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