Our consulting team is doing this intervention to help Harley-Davidson Motor Companys (HDMC) critical organizational issue of enhancing their creativity and innovation.
The designing phase of the intervention will begin in August and end in October 2011. The implementing stage will begin in November and end in October 2012. The evaluation will begin in November and end December 2012.
(short - term immediately after intervention completion january 2013. Intermediate 18 months after intervention completion july 2014 Long term 3 years after intervention completion january 2016.) The intervention will incorporate each of Kotter's (2007: 99) eight steps to leading change. The first step is to establish a sense of urgency. We will examine the market and discuss with the client the reality of their competition in order to get them to reprioritize. There are many major opportunities and potential crises that HDMC needs to be aware of but without motivation and commitment of the organizational managers the effort will go nowhere. The next step is to form a powerful guiding coalation team. Our cunsulting team will find the right number of people with good energy, level of trust, and strong authority to lead the change effort. This group will be trained to understand and not underestimate the difficulties of producing change and to also work together as a team. The following step is to create a clear vision and express it simply. This step will need to be acomplished by creating a vision that motivates people in the right direction. The vision needs to be easy to communicte and also inspire not only the people participating in the actual changes but also the stakeholders. Communicating the vision is our next step. This is where the team pulls together and communicates what needs to be done simply and honest. The fifth step is to empower others to act on the vision. HDMC needs to remove the obstacles that would prevent them from changing the systems that undermine the new vision and strategies. Kotter's sixth step for leading change is plan for and creating short-term wins. This step is important because planning and creating short-term wins will actively help the company obtain clear performance improvements. Rewarding the individuals involved in obtaining these goals will motivate the employees to continue working efficiently and diligently. Consolidate improvements and producing still more change is the following step. As the intervention carrys on and many of the goals set are being accomplished there still is a possibility that the leadership sees the suceess and declares victory too soon. Instead we need to reinvigorate the process with even more new change objectives and use the credibility gained by the short-term wins to take on even bigger problems. The last step in Kotter's leading change is institutionalise the new approaches. In order to ensure all the changes made will stick we need to anchore the new changes in the corporations culture. We will clearly express the connections between the new methods and the progressive success and develop ways to embed the changes to the corporations culture. HDMC's has a low attitude and willingness to change due to the fact that they have had to lay off many employees because of the declining demand and reduced profits. In order to boost thier attitude and alter thier negative thoughts of change we will motivate and strengthen their attitude and show them the major possibilities they are missing by their current situation. HDMC's capability to change is high because they have long term employees and resources that are able to create a new vision and accomplish the vision. Our team will utilize the skills and resources HDMC has and show them others ways in which to use these in order to achieve growth that they are capable of. Our consulting team is able to perform the intervention for HDMC. We have the requisite skills and experience that HDMC needs for this intervention to be sucessful. HDMC has not had to change thier organizations structure and because of this they have fallen into certain groups of Beitler's (2006:40-41) nine sources of complacency. HDMC has organizational structure with narrow functional goals which has caused them to have restricted creativity and innovation. In order to break this cycle of security we need to collaborate between HDMC Stying, Product Development and Manufacturing Departments to enhance and further develop their creativity and innovation.

1) Education & Communication - where there is a lack of accurate information
2) Participation & Involvement - to gain participants commitment
3) Facilitation & Support - where people are having problems adjusting
4) Negotiation & Agreement - to avoid major resistance
5) Manipulation & Co-optation - where other approaches are seen as too slow
6) Explicit & Implicit Coercion - to override any resistance