The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 3 Introduction: Change Fit ~ Future of CIO

Wednesday, September 20, 2017

The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 3 Introduction: Change Fit

10:56 PM Pearl Zhu No comments

Change is a continuum and once you accept that life will be a constant shift going on around us, then you are able to seek ways and means of adjusting your perspective and those around you.

Closer to reality is that change is continuously happening in the dynamic environment of a company. Change is inevitable, and the speed of change is accelerating. The desires of stakeholders, clients, and employees are evolving naturally. However, changeability and resourcefulness - the response to change are woefully underrated by many businesses as keys to success. How do you assess an organization that is ready for change? How can 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? And what are the further aspects of managing change successfully?

An organization is on the road to success when change is part of its nature: Too many organizations are mechanistic, control and command hierarchies, and thus, they are rigid to change. Overcoming silo thinking and change inertia in an organizational culture is key to streamline business execution and accelerate digital transformation. Sometimes it is not the change that needs management, it’s management that has to change its paternalistic view and give space to what the people in the organization think about the change, or understand the psychology behind changes. Dynamic and changing organizations cannot operate with stable unchanging people. Successful organizations see the changes coming and with pre-planning and strategy, and most importantly, execution. Well-planned execution will greatly reduce and practically eliminate the fear of change that derails good or even great intentions. An organization is on the road to success when change is part of its nature.

Change Management is an ongoing business capability: Either for individuals or organizations, change is not a few random initiatives, but a cohesive and strategic ongoing capability to keep moving forward. Change Management capability which often not goes alone but integrates with other management capabilities such as strategy management, talent management, innovation management, performance management, etc. Fundamentally, change is about solving problems to lead progression. Problems that arise in organizations are almost always the product of interactions of parts, never the action of single parts. Thus, Change Management is a complex management discipline. Tactically, it helps to take a complex issue that needs to be changed and break it down into easy parts and then allocate them, then it can be easy to implement to create the overall change. Change cannot be just another thing needs to be accomplished, it has to be woven into communication, process, and action of the organization and make it an ongoing critical business capability and differentiated business competency.

The term “Change Fit” can be interpreted with a degree of variability: At the individual level, change fit starts with digital mindsets and a set of digital skills and capabilities. At the business level, the digital fit is about operational excellence, high-innovativeness, high-effectiveness, and high-maturity. Fit doesn’t mean that everyone needs to have the same thought process, the same personalities, the same preferences, the same experiences or take the same approach for changes. Where you want to look for fit is in relation to the collective capability you want to build or maintain within your team or organization, the kinds of attitude or behavior that you would expect to see as a result of, or in alignment with. What is important is that everyone feels committed to the common goals, and are comfortable with the behavioral expectations associated with those goals.