With change as the new normal, people’s intelligence is tested by their changeability, and their quality is proved by their changeability.
The very nature of digital is about change, and change is multifaceted with increasing speed and velocity. Change shouldn’t be just some random business initiatives, it has to fix an imbalance in those elements by involving executives in IT, operations, or talent management, and take a structured approach to manage three dimensions of changes for tuning a highly responsive digital organization.
People change: People are always the center of changes. With change as the new normal, people’s intelligence is tested by their changeability, and their quality is proved by their changeability. Change the game is the mindset, Change Agents are able to play the right rule and know which to play and when; change champions can adapt to change with faster speed. Change managers need to identify individual team members’ strengths and weakness; this enables timely intervention where and when challenges are identified. People need time to assimilate change and work through the issues that result from the change, moving from the emotional to the rational. It is critical to identify change gaps, source the mix set of skills, and identify change agents who often have critical thinking skills, high level of adaptability, learning agility, communication and collaboration skills. It is important for creating both internal and external beliefs around how digital management is a movement for enablement and improvement, break through the bottleneck and increase the speed of changes. It is also important to develop the business justification for changes and determine demand and estimated pipeline. People = Leadership + Vision +Development + Innovation + Motivation.
Process change: Change is an ongoing business capability which is underpinned by processes. The criteria to evaluate processes need to clearly identify core competencies and focus more on process optimization opportunities. Change Management processes evaluation is important because process management is an important aspect of change capability building. It is also good to look at processes in terms of their flexibility - how easily they can be reconfigured or changes; risk intelligence - measured in terms of the variability of outputs such as the delivery rate or quality level, as well as evaluate different attributes such as value contribution, reproducibility, reusability, etc, that can be applied to both but are more useful when working with capabilities that are made up of multiple processes. The process of "Planned Change Management" shouldn’t be too rigid or overly prescribed, otherwise, it could create the bottleneck for streamlining change scenario. Change Management process must be open to new insights that should come from the persons involved in the program. It’s important to have the team own a process by bringing them in early and getting their involvement in creating the process. In order to execute a successful Change Management process, there is a need to delegate roles and responsibilities of the process. Process = Goal +Management + Procedures + Training + Metrics
Unfortunately, Change Management has stubbornly a very high percentage of failure rate, set out plan and manage change in a systematic way. The successful businesses are the ones that have learned how to implement change time after time and build it as a solid ongoing business capability. Changeability is the crucial pillar that keeps the business dynamic, energetic, and adaptive.
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