Are you Still Running "Business as Usual" or Embracing the Digital "New Normal"?

Change Management can become more successful with people at the core of change, the cause of changes and the purpose of change.

Today's workplace is the hybrid of the physical building and the virtual connectivity, and today's digital workforce is changing significantly with the characteristics of multi-generation, multi-culture, and multi-devicing. However, the solution to better managing this shifting talent population hasn't achieved the expected result yet. How to take new management approaches that reflect the global talent pool and the expectations of today's new talent, but with improving the overall standard of management and leadership. Are you still running a business as usual? And shall you embrace such business new normal heartily and mindfully?

Hopefully, workforce and workplace changes are a top priority in strategic planning initiatives in all companies: There seems to be so much uncertainty in the digital working environment today, there are different recruitment methods, greater transparency, more engagement and retention initiatives, training, and development at every level, the integration of cross-training and knowledge sharing opportunities, having a plan for succession, and keeping up with technological advances, those that are value-added to business success, are major factors of the new business norm. The organization especially has to become nimbler of updating technology. To survive the long term may involve more planning, more compromise on budget expenditures and changing outlooks on profit margins as a result. The scales are tipping once again and we must lead in creating that balance.

The more you can clearly paint the image of why the company is in the situation it is in and provide the vision of a new world, the better: It is important to keep the communications open, as well as keeping people focused on things they can control. We are human beings interacting with other human beings. A business decision is made via people interaction. People don't fear change; they fear loss. Without information about the change, they make up their own stories. Leadership must share all they can as much as they can and as often as they can. Most people are fearful of change for their own security yet they do understand that difficult times or situations happen. What they do want though is to be treated with respect and dignity. If leaders can demonstrate that they are doing the best for all in a given situation, people will respond more positively. You have to create an environment where people can be successful. In line with being open and honest balance the major change, embed it amongst the current perception and comprehension of the overall position and direction and then relativity will kick in, people will distill their own priorities, take ownership and act. The benefits are the greater engagement for those who may have changed a role and those who have possibly to leave at least feel better treated. Because these people may be also your future customers or advocates for the company.

Major changes in an organization can have unforeseen consequences that could negatively impact the company: It is ultimately the job of talent managers, to analyze the consequences and determine solutions for any issues created. In addition, professionals should determine why problems happened, how problems escalated, which areas of the organization were affected, and when the problems started. A thorough analysis would also determine any benefits of a major change, and professionals could plan to maximize any benefits. It is all about clarity. Keeping employees informed reduces gossip which is the greatest loss of productivity and an increase in panic. it is fair to communicate the importance of keeping your eye on the ball, to spread time and attention across all stakeholders, if that is what is meant with business as usual then people should be more explicit.

Change is the new normal. The speed of change is increasing, and the digital ecosystem has become more complex and dynamic, to put simply, change itself changes, Change Management also turns to be more complex. True and consistent communication should replace the 'business as usual.' Reinstating the obvious of the continuation of tasks but in a positive light can help but you can expect a lull in productivity. Change Management can become more successful with people at the core of change, the cause of changes and the purpose of change.

Posted in: Change Management,Digitalization,GAPs