LEADING ORGANIZATIONAL CHANGE

IN A DISRUPTIVE BUSINESS CLIMATE

Stephen Tharrett & Mark WilliamsonClubIntel

Situations emerge in the process of CREATIVE DESTRUCTION in which many firms have to PERISH that nevertheless would be able to live on vigorously and usefully if they could WEATHER a particular storm.”

Joseph Schumpeterauthor of “Capitalism, Socialism and

Democracy”

Market Leaders

Embrace ChangeGreat Businesses

Market Players

Accept ChangeGood

Businesses

Market Ghosts

Waited too Long to ChangeBusiness Survivors

Market Extinction

Failed to ChangeOut of Business

“In today’s world, organizations who do not change may find themselves extinct. At the same time, every organization should have a set of core values that can stand the test of time.”

“It’s not the strongest of the species that survives, not the most intelligent that survives. It is the one MOST ADAPTABLE TO CHANGE.”

Charles Darwin

The Storms of Organizational Change

Change

Competitive LandscapeBudget Clubs

Boutique StudiosNon-profitsBig Boxes

Virtual Fitness

TechnologyCloud-based enterprise

systemsSocial Media

Mobile Applications

Economic EnvironmentIncome inequality

InflationDisposable Income

Oil prices Generational ShiftsBaby Boomers

Gen XGen YGen Z

Internal BusinessAccess to CapitalBusiness Culture

Your PeoplePolicies and Systems

Barriers to Organizational Change“An organization’s capabilities define its disabilities”

Complacency Greed Pride

“Endless conversation about change is the barrier. Actually committing to something and then acting on it is what is required.”

David Jakes

The Challenge of Organizational Change“The secret of change is to focus all of your energy, not on fighting the old, but on building the new!” Socrates

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3 4

5

6Denial

Shock

Low PointLetting Go

Testing New Ways

Acceptance

7Integration

Looking Back Looking Forward

Psyc

holo

gica

l Sta

te

Time

Kotter’s Model of Organizational Change

Step #1 – Increase Urgency“The trouble is, you think you have time.” Buddha

Step #2 – Build Guiding Teams“Coming together is a beginning, staying together is progress, and working together is success.” Henry Ford

Step #3 – Get the Vision Right“Vison without action is a day dream; action without vision is a nightmare.”

Japanese Proverb

Step #4 – Communicate for Buy-In“The single biggest problem in communication is the illusion that it has taken place.”

George Bernard Shaw

Step #5 – Enable Action“The question isn’t who’s going to let me; it’s who is going to stop me.”

Ayn Rand

Step #6 – Create Short Term Wins“Celebrate what you want to see more of.” Tom Peters

Step #7 – Don’t Let Up“The difference in winning and losing is most often…not quitting.” Walt Disney

Step #8 – Make it Stick“It always seems impossible until it’s done.” Nelson Mandela

Five Things A Leader Must Do to Drive Change

Hold the Team AccountableHold yourself and everyone else

accountable

Empower and Engage OthersChange is like a snowball; once it starts it

pick’s up momentum

Communicate the Why and HowWithout the why nothing happens…

Without how nothing moves

Change Yourself FirstStart with your attitude, then your behavior

Don’t wait for Urgency…Create itMake Complacency Uncomfortable

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ClubIntelClubIntel is a consumer, employee and brand insights firm that is focused on helping businesses understand, appreciate and leverage the needs, wants and personal journeys of customers, employees and members. We have worked as a team for more than 20 years, spanning multiple brands across the globe.

Stephen Tharrett Co-founder and PrincipalStephen worked both domestically and internationally across nearly every segment, including health, fitness, golf and country clubs both public and private. From 2008 to 2010 Stephen served as the Chief Executive Officer for the Russian Fitness Group, a privately held health/fitness club company that was at the time the largest in Russia. He spent 20 years with ClubCorp, a billion dollar private club company based in Dallas, Texas, where he served in several roles ranging from director of athletics to senior vice president for operations, as well as serving on the company’s leadership cabinet and business planning committee. In addition to co-founding ClubIntel, Stephen is the owner and president of Club Industry Consulting, a global consulting practice serving the club industry since 2006, and is a former president of the International Health, Racquet and Sportclub Association, having served as president of the international association from 1996-1997. Stephen is presently on the advisory board for Club Industry Magazine and the Association of Fitness Studios.

Mark Williamson Co-founder and PrincipalMark has more than 20 years experience in market research, and consumer insights, including 17 years within the club and hospitality industry at ClubCorp, which comprises an elite collection of private golf, country, business, sports and alumni clubs. He also lead Consumer Insights teams for industry-leading restaurant brands such as Applebee’s, Chili’s, Maggiano’s, On The Border, Romano’s Macaroni Grill, and Corner Bakery. Outside of the hospitality industry, Mark led the consumer insights team at match.com and owns his own small research consulting business, Retention Measurement Solutions. He is a guest lecturer at national conferences and frequent panelist on a series of webinars. Mark was part of the team that spearheaded the organizational restructuring efforts at Applebee’s.

http://club-intel.com