Monday, August 22, 2016

The Monthly Insight: Five Big “WHEN”s in Change Management Aug. 2016


“Changeability” becomes an important measure to assess a person or a business’s potential, agility, and maturity.

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. Besides people, process, technology, change needs to happen ON TIME as well, how can you discover the signals which imply the big "WHEN" moment , in order to make timely changes, and improve the success rate of change initiatives?


     Five Big “WHEN”s in Change Management

  • When is an Organization Ready for Change?  Change is inevitable, and the speed of change is accelerating. However, adaptability and resourcefulness -the response to change are woefully underrated by business as keys to sustainability and success. How do you assess an organization that is ready for change? How can you measure change readiness? How do you engage with today's management and make them change themselves into the role needed today for modern Change Management? What is needed to be done in order to execute a successful change when you have a different level of leadership quality? And what are the further aspects of managing change successfully?


  • Change Management at the Cross Road: When to Make a Big Jump, When to Take Small Steps: Due to the “VUCA” new normal of the digital age, either at the individual or organizational level, “Changeability” becomes an important measure to assess a person or a business’s potential, agility, and maturity. Unfortunately, change is not as easy as it sounds, more than two-thirds of business change initiatives fail to reach the expectation. Change Management in many organizations seems to be at the crossroad- When should you take an audacious approach of accelerating digital transformation, when should you take small steps for making incremental changes? What are the bottlenecks for changes, and how to avoid pitfalls in making a big leap?

  • The Starting Point to Design Business Model : Business model design is one of the critical types of innovation that enable business growth and compete for the future. However, most of such effort fails to achieve the expected result. The good start is half way to succeeding, what’s the starting point to design business model?


  • Four Seasons of Changes: How to Improve Organizational Change Effectiveness? Change is the only constant now, and even the speed of change is accelerating. Thus, the change should be part of a company’s culture and should be stimulated by the top management. It is resulting in a flexible and dynamic organization able to adapt to new and unexpected situations and market demands. In doing so, can change management be a strategic process?


  •  Three big “WHEN”s in Change Management? Corporate change can be a simple modification of strategy, a business process improvement or a more radical digital transformation. Either at the individual or organizational level, change is perhaps a one-time project in the static industrial era; but change has to become an ongoing capability at dynamic digital age. Here is the further question - WHEN should you make change happen - there is the time to sow, and the time to reap - How to manage change cycle more effectively?

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