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Scrambling to survive and thrive in an increasingly competitive global economy, today’s executives are assigning their leaders and employees to initiate and launch new product development and delivery, reduce inefficiencies, improve processes and systems and generate increased revenues. Often times internal change agents are required to launch such large system changes without adequate formal power, limited resources and little visible support in organizations that are bureaucratized, power centralized and petrified.

Without recognizing that these assignments will lead to the potential overthrow of their own cultures, structures and systems, such leaders send off their internal change agents with high expectations but with low support, limited power and few resources. Unknowingly, they set up their internal change catalysts for failure.

Unarmed and ill-equipped, today’s internal change catalysts need a different set of strategic and tactical tools to use while operating in work settings often highly bureaucratized, rigid, power centralized and petrified. Guerrilla strategies and tactics offer an alternative set of principles and practices for such change initiatives. This approach to change assumes a disparity in resources, an accumulative grass roots support for the changes and a mobilization of limited resources to carefully selected areas to yield immediate, significant results.

This presentation will prepare the guerrilla change catalyst for:

1. Gathering and interpreting organizational political intelligence

2. Developing a “rolling” strategic plan incorporating agility and mobility

3. Gaining political power, negotiating resources and selecting launch locations

4. Spreading “puddles” of change

5. Building coalitions of support around measurable successes

6. Sustaining change resiliency

Participants will use case method to practice using guerrilla strategies and tactics.

Stream: Change

Paper: A paper has not yet been submitted.

Dr. Huegli is a pioneer in practical organization development and strategic large system change, team development and third party peace making. Directing the first internal management and organization development function in a Fortune 100 organization in the 1970's, Jon and his staff designed and implemented sustained change initiatives in quality assurance, strategic marketing, multi-billion dollar construction projects and quality service improvements. As a corporate executive, College of Management Dean, entrepreneur and trusted advisor for hundreds of nonprofit, for profit and municipal organzations, Dr. Huegli has served executive leaders in Asia, Eastern and Western Europe and North America. He counsels with executives and general managers in strategic thinking and leading, organizational agility, and high performance culture development.