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Leadership, transformation efforts in disruptive era: Is it
challenging?
Leadership, generally speaking, is about gaining the support of people through social influence to help
you achieve something extraordinary. This definition is common in both the public and private sectors,
as exemplified by influential world leaders and successful entrepreneurs. In this context, The Eight-Step
Transformation Process by Dr. John P. Cotter is still relevant today for leading change. This includes (i)
creating a sense of urgency (ii) building strong leadership coalitions (iii) creating a vision (iv) a vision (v)
empowering others to follow. Act on your vision (vi) Create plans and create short-term successes (vii)
Strengthen improvements and bring about further change (viii) Institutionalize new approaches and
successful transformation efforts , also mentions that appropriate actions should be taken at each stage
to avoid common pitfalls.
The conversion process has several phases and takes considerable time. All the steps Kotter emphasized
must be followed in order for an organization to transform. We can say that these changes are under
different banners. Total quality control, reengineering, right sizing, restructuring, cultural change, etc.
This transformation process can be carried out across legal and institutional systems. Some jurisdictions
such as India and China have had structural changes at some point in order to achieve rapid growth.
Multinational companies such as Google, Apple, etc., were undergoing transformational processes at
various stages of their growth in order to enter the market and generate high revenues.
There is general agreement on the Kotter framework and its processes, which are essential for sustained
growth and overcoming organizational saturation points. However, the framework does not contain
clear execution methods or implementation details to facilitate change in today's globalized world,
which is characterized by complex management processes, dramatic innovation and its proliferation,
and disruptive technologies. protocol is required. In addition to the usual pitfalls in Kotter's
transformation process, several factors may need to be considered, such as innovation, international
markets, the need for change analysis, disruptive technologies, and implementation protocols.
Today's information technology and industrialized world is characterized by innovations that are readily
imitated/disseminated despite being protected by intellectual property rights. Innovation emphasizes
the introduction of new things that bring benefits.
This is not only in the areas of markets, production of goods and services, systems and processes, but
also in the areas of cultural behavior, organizational structures and their management. Innovative
organizations/firms that do not have the necessary manufacturing and related competencies can die
even the best at innovation. ) to prevent its spread. Kotter's transformational process focuses on
change, but does not explain the vagaries of the innovation process.
Kotter's transformation process lacks implementation protocols that enable different levels of staff
across the organization to understand and respond to change. This includes tools and templates for each
phase of the framework, checklists, off-the-shelf calculation guidelines for validating the vision
statement, development of performance indicators, definition of quantitative indicators for the
implementation cycle, mechanism, effectiveness of implementation, and compensation of employees
for successful implementation of changes.
Successful change depends on a genuine commitment to change with a sense of urgency and
momentum, engagement of diverse stakeholders, openness to visionary functions, clear and best
communication efforts, strong leadership, and only with well-executed and dedicated personnel.
schedule. Kotter's 8-Step Transformational Change Model recognizes each of these essential qualities.
However, to achieve the best results, the same must be adapted for today's era by incorporating the
latest management theories, modern technology and implementation protocols.This includes new
behaviors and organizational success. This includes clarifying the connections between and creating
leadership development and succession plans consistent with the new approach.
An innovative culture absolutely needs support from above. By efficient and visionary leaders. Increased
rewards for maintaining an innovative environment may include monetary rewards, such as
performance-based rewards and profit sharing, or non-monetary rewards and recognition. Lack of
resources is always a roadblock when trying out innovative ideas. Innovative leaders often rely on their
ability to perceive things differently, their underlying historical variations/differences, and the collective
mindset of their employees or members of the organization. This can ultimately improve your
innovation capacity. Innovation leaders are successfully informed externally through benchmarking, site
visits, and participation in expert networks. Innovative leaders get ideas from people in the first place all
levels and are effective at experimenting and evaluating their experiments.

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Leadership, transformation efforts in disruptive era: Is it

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