In the turbulent times of changing world, every organization gears up to meet the changing phase. It is indeed the world of perform vs. perish or survive vs. sink. A successful organization adapts to the changing force in terms of knowledge, skills and the competencies of the work force.
John Kotter a professor at Harvard Business School studied more than 100 companies engaged in planned change programs and also came up with a series of strategies to avoid the pitfalls during metamorphosis. According to Kotter, change processes unfold a series of phases which establish a foundation. Failing to resolve the major challenges of each phase is a mistake that can damage, delay or destroy the change effort.
To ensure successful change, Kotter advises implementing the following eight steps. These eight steps tell the change agent what to do in each phase and how to do it.
EIGHT STEPS FOR SUCCESSFUL ORGANIZATIONAL TRANSFORMATION:
1. ESTABLISH A SENSE OF URGENCY:
The sense of urgency for any b-school is to examine the market and competitive realities. For instance, getting an approval from a governing body and also identifying and discussing major opportunities of management education is initially the important aspect.
2. FORMING A POWERFUL GUIDING COALITION:
Creating a strong team of committed and dedicated Faculty of intellectuals with Ph.D.’s and proven track record to meet the changing need. Above and beyond that maintaining and creating awareness of the culture of any organization should be certainly encouraged.
3. CREATING A VISION:
Creating a vision to be a leader in management education with a focus on quality by collaborating with premier management institutes around the world can help direct the change effort. Developing strategies like recruiting and retaining quality Faculty, reviewing and enriching course curriculum regularly based on the industry needs can also be yet another yardstick for the change process.
4. COMMUNICATING THE VISION:
Using every vehicle possible to communicate the change process like Blogs, FB, LinkedIn, and Alumni can be used as a medium of change catalyst. Even conducting seminars, conferences, FDP’s and MDP’s gives an opportunity for communicating the new norms across to the stakeholders and external environment.
5. EMPOWERING OTHERS TO ACT ON THE VISION
Getting rid of obstacles to change or changing systems or structure that seriously undermine the vision-for instance efforts for increasing number of seats per year (Thus increasing revenue generation by way of fees) Also arranging for finance to run the current institute, fulfilling the financial requirements for the future expansion plans etc. Empowering faculty in the area of Research and Consultancy and exploring new avenues for personal branding can be encouraged.
6. PLANNING FOR AND CREATING SHORT-TERM WINS:
Planning for visible improvements like setting measures and targets, planning and executing them. Monitoring consistently and rewarding individuals. Faculty and student exchange program can be encouraged. A free and fair performance appraisal system for the faculty based on certain parameters can also be introduced.
7. CONSOLIDATING IMPROVEMENTS AND PRODUCING STILL MORE CHANGE
Reinvigorating the process with new projects, themes and change agents- the management institutes can focus on CSR activities and philanthropicall projects. To conduct satisfaction survey of the customers, stakeholders, placement records, ranking of institutes. And also improving the documentation processes, fast and accurate communication followed by quick action on the feedback of the stakeholders can enhance the operations at the institute.
8. INSTITUTIONALIZING NEW APPROACHES:
Articulating the new connections between the new culture and the internal and external stake holders and consistently developing the means to ensure leadership development and succession. To achieve and deliver high quality education, infrastructure, effective and dedicated Faculty and rich syllabus through constant rebuilding exercises will help in adapting to the changed set-up.
Thus the model acts as a base to envisage the Institute’s transformation for a better role in the competitive scenario. This tool has the ability to turn ideas into actions and to conceptualize and manage change and also it engages strategies that help them cope with the changing culture.
Kotter, J. (2006). Our Iceberg is Melting. Great Britain: Macmillan.