TEchNOLOGy TRaNSFER MODEL - Javna agencija

KNOWLEDGE FOR BUSINESS IN BORDER REGIONS
could use challenging activities i.e. a change competition within the whole organization. At the end rewarding the best performing
units for achieving the goals. Feedback will help people make better vision-related decisions.
4.5.2.6 Step 6: Plan for and create short-term wins
In this sixth step empowered people create short-term wins that nourish the faith in the change effort by rewarding emotionally
the organization on their hard way towards the change vision.
Organizations dealing with change should use the credibility from short-term wins to create new goals and make additional changes.
The short-term wins have to be planned beforehand by developing a list of 3-4 target wins. Key influencers use the results of
short-term wins to demonstrate the feasibility of the vision and to get more people aligned with the change effort.
• Define and engineer visible performance improvements
• Recognize and reward employees contributing to those improvements
• Chunking down big tasks
• Start with easy to cope tasks
• Focus means, set priorities and communicate them – “The Big Four”
• Start with easy and small ones where you can quickly achieve unambiguous, visible, and meaningful outcomes
• Celebrate and communicate the wins
• But be honest and do not make “sunshine and roses propaganda”
• Give incentives to project teams
• Produce best practices
• Start tracking key figures
• Use winners as “lighthouses”
4.5.2.7 Step 7: Consolidate improvements and produce more change
In this seventh step successful change leaders use wins to lock changes into cultural norms and values to implant the change deeper
in the organization. Leaders continuously promote training and communication to support the vision and get new stakeholders up
to speed quickly on the process and culture. Benchmarks and key figures will help to monitor and maintain urgency with continued
communication.
• Use increased credibility from early wins to change systems, structures, and policies undermining the vision
• Hire, promote, and develop employees who can implement the vision
• Reanimate the change process with new projects and change agents
• Keep urgency up
• Use stakeholder feedbacks / market research
• Tackling more and more difficult changes
• Scanning the new level in order to find new possibilities to change
• Check that changes had sunk deeply into a company’s culture (output of staff appraisal, feedback interview)
• Check systems and structures if they are consistent with the vision
• Start transferring the change into the whole organization
4.5.2.8 Step 8: Institutionalize new approaches
After the whole change process worked successfully you have to “refreeze” the organization, stabilize all changed structures and
processes A “culture readiness team” is created, who prepares the old culture for the anticipated wins and resulting changes. This
team receives training on methods for incorporating wins and change momentum into the culture of the organization.
• Articulate connections between new behavior and corporate success
• Create leadership development and succession plans consistent with the new approach
• Take sufficient time to make sure that the next generation of top management personify the new approach-give them orientation
At this very last step the leading team should focus on consolidation:
• Freeze the change by changing all processes according to the new approach
• Adapt Human Resource Management (recruiting, training, HR development…)
• Use success stories and anecdotes
• Celebrate end but do not end
• Continuous evaluation of change
• Re-evaluation of vision
• First change behavior then culture (culture follows behavior)
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