Watkins offers a number of suggestions for making the change work in an organization, some similar to the other two reviewed in this paper, some original. He reveals the four kinds of transitions, and points to the challenges that each transition presents and he also offers ten "key transition challenges" in the event there needs to be a "90-day acceleration plan" to get things moving quickly.
Watkins' Article
In saying that in an organizational change (or when a person is starting a new job) there need to be "some early wins," Watkins is emphasizing what Kotter said. Watkins' whole push is to help companies "accelerate transitions" -- and he knows that the way to do it, which is to be sure to "methodically diagnose the situation" and only then assemble the talent needed to get the transition completed the right way. His four types of transitions are: a) start-up (working from scratch, getting people energized); b) Turnaround ("reenergizing demoralized employees and other stakeholders" when all realize there is no other choice but to turn things around); c) realignment (restructuring the top team; "refocusing the organization"); and d) sustaining success (playing "good defense" by warding off problems before they fester; motivating people).
Watkins presents ten challenges to the 90-day acceleration plan, and the most important among those "promote yourself" is vitally important: don't assume that what made you a success before is relevant in...
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