| Leadership has a strong sense of urgency about the need to renew and prepare the organisation for emerging realities in the contextual environment. |
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| Leadership sees a clear connection between market and competitive realities and the urgency to change. |
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| We have identified and have had in-depth conversations about the risks and opportunities we face. |
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| The leadership that together have the power to act and implement changes are aligned with each other. |
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| We have identified and assembled the leadership who are essential to leading the changes required. |
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| The leadership, critical to changes, are willing and able to work together on those changes. |
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| Leadership has created a clear and compelling Vision (Desired Results) of the changes that must occur. |
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| Strategies are developed and in place that will achieve those Desired Results. |
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| Vision (Desired Results) and Strategies effectively communicated, specifically the "why" of the changes. |
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| All the communication vehicles are used to deliver the message about Vision (Desired Results) and Strategies. |
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| New behaviours are modelled by the core leadership group in the organisation. |
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| The leadership are empowered to act out the Vision (Desired Results) |
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| All "structural" obstacles to effective change in the system are removed, starting with the highest leverage areas. The leadership see the organisation as a system. |
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| Systems, key processes and structure that undermine the Vision are themselves being changed. |
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| Risk-taking and non-traditional ideas, activities and actions are encouraged. |
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| Short-term wins are planned to demonstrate early positive results. |
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| Visible performance improvements are planned, and specific indicators identified. |
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| Rapidly harvesting improvements is a high priority. |
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| Appropriate rewards and recognition processes reward leadership and other employees for positive results they create which move the organisation toward the vision. |
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| Leadership consolidates improvements and produce still more change. |
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| Increasing credibility is used to further change systems, key processes and structure that does not fit in the vision. |
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| Employees and leadership who can implement the vision are hired, developed, and promoted. Capacity building is a high priority. |
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| The process is continually reinvigorated by introduction of new projects, themes and change agents. |
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| The new approaches, systems and structure are institutionalised to ensure continuity. |
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| Succession and Leadership Development are reinforcing behaviours that ensure corporate success. |
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