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The team must develop a change vision that is different from the past (such as Toyota's decision to market hybrid technology, for example). The leadership must be able to make change happen in a concrete and logical fashion (budgeting, planning, and so forth) but also communicate with a visionary statement so that employees buy into the change, and are empowered to become active participants in the new organizational mission.
Kotter and Rathgerber point out that it is not enough to simply focus on the long-term, even though they are quite goal-oriented in their focus. As the penguins advance slowly, into accepting that they must...
These small victories must be used to propel individuals forward, to create a fundamentally new culture and way of looking at the world, and so that the old way of life no longer seems like a 'comfort zone' and the new approach, new technology, or newly merged organization is accepted by all employees.
Kotter, John & Holger Rathgerber. Our Iceberg is Melting. New York: St. Martin's Press, 2006.
Collective fears of inaction must overcome fears of change. Then, a leadership team must be created to guide the organization which is accountable, has the ability to assess the information, yet also has strong communication skills, so people understand the step-by-step process of how the change will occur. The team must develop a change vision that is different from the past (such as Toyota's decision to market hybrid technology, for example). The leadership must be able to make change happen in a concrete and logical fashion (budgeting, planning, and so forth) but also communicate with a visionary statement so that employees buy into the change, and are empowered to become active participants in the new organizational mission.
Kotter and Rathgerber point out that it is not enough to simply focus on the long-term, even though they are quite goal-oriented in their focus. As the penguins advance slowly, into accepting that they must become migratory rather than stationary, small and reinforcing victories must be celebrated, or people will lose heart (even if a company is not yet 'in the black,' showing a better-than-anticipated profit should be celebrated). These small victories must be used to propel individuals forward, to create a fundamentally new culture and way of looking at the world, and so that the old way of life no longer seems like a 'comfort zone' and the new approach, new technology, or newly merged organization is accepted by all employees.
Kotter, John & Holger Rathgerber. Our Iceberg is Melting. New York: St. Martin's Press, 2006.
attitude work money . What worthwhile work? How money make Our Iceberg is Melting is an enjoyable read on several different levels. Author John Kotter has essentially formulated an extremely didactic tale which is also pleasing in its depiction of principles of organizational leadership. There are several different facets of this work of literature that Kotter deserves commendation for. Chief among these is the fact that he is able to
Leading Change There are a number of diverse aspects of John Kotter's seminal treatise on leadership, Leading Change. Subsequently, much of the publicity and academic scholarship involving this work of literature have revolved around the eight stages of creating fundamental, lasting changes within an organization. Although Kotter is significantly (and deservingly) renowned within the business world for the creation and configuration of these steps, it would be misleading to regard Leading
2.0 Strategic Situation Analysis In order to understand the nature of aircraft manufacture at Boeing, it is important to have a clear vision of how outsourcing plays into the manufacture of aircraft. Let us use the example of Boeing's Dreamliner. The following illustration explains how outsourcing plays a key role in Boeing's business strategy. These represent TIER 1 suppliers. Figure 1. Source http://seekingalpha.com/article/17727-boeing-s-outsourcing-for-the-787-dreamliner From here, the parts go to the plant in Everett and
The hope, of course, that to the extent possible, both groups will invest themselves, and their money, in the ways that Mr. Gore is going to suggest in the film. The Scientist and Mentors Finally, Mr. Gore shows an image of earth that was made by a friend of his - all of the experts in the film are friends of Mr. Gore. The image was, again, made over a period
With this in mind communications strategy has to be developed and implemented. The central debate remains that of degree of uniformity. The pros and cons are obvious, i.e. economies of scale, consistent message across markets, centralized control, different market characteristics, media availability and costs and government regulations (Balabanis & Diamantopoulos, 2011). The stronger argument appears to be that different strategy appears to work in different situations, rather than a
International Regulation of Tourism in Antarctica Since the mid-1980s, Antarctica has been an increasingly popular tourist destination, despite the relative danger of visiting the largest, least explored -- and arguably least understood -- continent on earth. Beginning with the 1959 treaty establishing Antarctica as an international zone free of claims of sovereignty by nation's that had been instrumental in establishing research stations there, there has been almost constant negotiation about how