9Insurance Business ReviewDECEMBER 2025The successful transformation advances through three distinct phases, which build upon each other. These phases are: mobilization, movement, and sustain (Kotter, 1995). For change to start, every organization and its leadership team must mobilize their direct reports and establish a sense of urgency to innovate existing processes. Next, these leaders must create a comprehensive strategy and vision by defining objectives, corporate identity, and desired changes to products or services. Finally, executive leadership must create a strategic plan that links the past, present, and future to develop a new strategic direction for the company. Crafting a strategic narrative involves reimagining future possibilities while rethinking the company's past and reevaluating present concerns (Kaplan and Orlikowski, 2014).The movement phase puts everything in motion. Effective communication plans such as town hall meetings, private interviews, internal intranet page posts, and leadership blogs will create a movement to inform as many employees as possible about the new vision and reinvention. Leaders have to effectively empower others to execute different vision components while clearly defining the business values to expedite such movement."It does not make sense to hire smart people and tell them what to do. We hire smart people so they can tell us what to do."-Steve Jobs Externally, corporate relations engage with and empower brand ambassadors to use social media in an asymmetric model to promote the reinvention plan and the new strategy to meet customers' demands while focusing on modern innovations. (Dhanesh, 2016). Finally comes sustainability, where leaders connect organizational successes with the strategy while tracking and sharing progress metrics with short-term wins. (White, 2019)How should companies evaluate their desire to change? The answer is relatively simple, and each executive should ask themselves this question: where will my company be when I wake up on January 1st of 2025? Companies that don't think about change management as a daily process and the new power operating model as the recipe for the future will eventually fall behind so far that catching up will not be possible, and dominating the market will become an unattainable dream. For example, I have been following Divvy Bikes, an organization within Chicago, providing Chicago residents and tourists with alternative means of transportation. Chicago residents use Divvy Bikes to travel to and from work and train stations. But with the pivot to work from home, Divvy experienced a profound drop in usage. As a result, Divvy changed its strategy and almost doubled the number of bike stations in the residential neighborhoods, promoting the recreational use of Divvy Bikes. As a result, the number of rides doubled. This was possible because Divvy's advanced strategy of combining people, processes, and technology, adopting data framework and culture, positioned Divvy to monitor market opportunities proactively. This strategy distinguishes companies operating with new power operating model from those operating with an old power. As a result, Divvy made operational changes in real-time, addressing a trend impacting their profit and growth. If you are reading this article, and your company, your executive team or your direct leadership has no strategy which combines the past, with the current and the future and fully supports organizational reinvention, innovation, and shared leadership model it might be time for new career or new leadership. To survive among the startups with new power operating model, existing companies with a mature tenure need to have a strategic plan addressing reinvention and transformation, combined with investment dollars allocated to innovative technology and a fully outlined education and development plan for their employees. In addition, they need to use social media to enhance their brand identity and customer communication. The next phase for companies already operating in the new power model is using Augment and Virtual Reality applications and devices for even more robust data connection. The market with new and innovative technology that streamlines processes and enables fast and insightful decisions is growing tremendously. The line has recently changed from follow the money to follow the data. (Pesce, 2018). For leaders like myself, who enjoy innovation, challenge, and the constant learning as an operating norm for our teams and within our careers, creating new power operating model is the way of the future for institutions to survive, while we as leaders are embracing change management as a process, not as an isolated event. "Dream big and be disruptive. If you are doing the same thing as everyone else, you have already failed." -Kendra Scott For change to start, every organization and its leadership team must mobilize their direct reports and establish a sense of urgency to innovate existing processes.
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