The vision for long-term transformation is required for the change to be effective and lasting.
Change becomes new normal because of the "VUCA" characteristics of the digital dynamic. Traditional step-by-step Change Management as a one-time initiative or isolated approach might not work any longer for constant and multitude of change. Companies need to embed a changeable mindset in their culture and build change capabilities among all staff, not only managers in a continuous way. From a management perspective, what are the roadblocks to change, and how to lead through constant change more effectively?
Most people are quite willing to put the effort in change. What they don't want is 'to be changed by others.' That calls out for resistance. So let them be part of the direction, speed, and way you are heading. If people are used to taking action of their own and are also responsible for it, you can move mountains. Change is a challenge, and if you try to turn it into an obligation, you will cause an equal and opposite reaction. This is why command and control organizations struggle to change - first, they need to let go of control. If you want to maintain the management, then it needs to be a coaching and facilitation style of management - at every level. Dynamic and changing organizations cannot operate with unchanging people. Those who cannot learn change will get left behind. Indeed, there should be some tools to implement the change, processes could be set depending on geographic location and taking into consideration the culture environment. Unless the persons whom you wish to see the benefits of the change, no change is possible. So you have to demonstrate the intended change with results!
Change becomes new normal because of the "VUCA" characteristics of the digital dynamic. Traditional step-by-step Change Management as a one-time initiative or isolated approach might not work any longer for constant and multitude of change. Companies need to embed a changeable mindset in their culture and build change capabilities among all staff, not only managers in a continuous way. From a management perspective, what are the roadblocks to change, and how to lead through constant change more effectively?Most people are quite willing to put the effort in change. What they don't want is 'to be changed by others.' That calls out for resistance. So let them be part of the direction, speed, and way you are heading. If people are used to taking action of their own and are also responsible for it, you can move mountains. Change is a challenge, and if you try to turn it into an obligation, you will cause an equal and opposite reaction. This is why command and control organizations struggle to change - first, they need to let go of control. If you want to maintain the management, then it needs to be a coaching and facilitation style of management - at every level. Dynamic and changing organizations cannot operate with unchanging people. Those who cannot learn change will get left behind. Indeed, there should be some tools to implement the change, processes could be set depending on geographic location and taking into consideration the culture environment. Unless the persons whom you wish to see the benefits of the change, no change is possible. So you have to demonstrate the intended change with results!
The vision for long-term transformation is required for the change to be effective and lasting: For change to be effective and lasting, the transformation is required to provide the vision and focus for what the organization needs to look like alongside the impetus and sense of urgency. Unless of course the majority of resources and management in your organization are already there and are refining and continuing from a recent transformation. In a business sense, the speed of change in today’s business environment has shifted in pace beyond the capabilities of many businesses to change solely through continuous improvement and evolutionary change. Simple "Change" may involve dictated behavioral modification that is not natural and does not fit with the person's normal mode of behavior, values, and beliefs. Being "unnatural" in this sense, it will be necessary to maintain a constant effort and vigilance to be confident that one is behaving properly and by the new rules.
Change becomes a dynamic business capability, not just a one-time initiative or a static process. Continuous change has taken the form of rolling projects - or unfreeze-change- refreeze, often with several projects running simultaneously, and across several functional areas that often overlap. In that environment, change managers still work on a 'project of change.’ But do this often enough and well enough and the culture of the organization will adapt to be more receptive to change, and better prepared to execute changes successfully. Instead, they need to be working as high-performing and creative teams, creating both internal and external beliefs around how the business is a movement for enablement and improvement. Building the expectation for the next step and commitment that will follow. Business can no longer work on the basis of static exploitation internally or externally; as it has been pursued in the past. Change becomes a dynamic business capability.
Change Management has a very wide scope and is a relatively new area of expertise. The change management focuses on coordination and facilitation, not bullying and forcing. Change Management is usually involved in negotiating a way around all the roadblocks which people erect against the change. The speed of change is increasing. Therefore, the change capability needs to be cultivated, not for its own sake, but for improving organizational efficiency, effectiveness, and agility.
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