Tuesday, May 17, 2016

“Digital Master” Monthly Tuning: How to Build a Change Savvy Organization

Change Management is a vehicle to accelerate strategy implementation, not a destination.

Change is inevitable, and organizational change becomes a common practice within an organization, but more than two-thirds of change effort fail to achieve the expected results. What’re the barriers to cause the change failures, and how to make Change Management tangible rather than fluffy, and manage change lifecycle effectively?

How to Build a Change Savvy Organization

  • How to Manage Intangible in Business? The life cycle of organizations is going to be shorter. This probably means that organizations are going to have to get not only the “hard numbers” right, but more importantly, how to manage the intangible elements in business from the beginning, and for the long-term business prosperity. So with organizations turning over, new organizations and new blood will be ongoing - the longer an organization is in existence, it might grow a self-fulfilling prophecy about why they are successful and quite possibly the intangible elements perhaps does not come into the equation, but that perhaps the very reason which causes the mighty fail. So how to “harden” the soft and how to manage intangible in the business right for growing into Digital Master?

  • Does your Organization Have Too Many Business Initiatives? Modern businesses can often get trapped into "busyness," overwhelmed with too many projects or change initiatives, and overloaded with the operation and short-term business concerns, what are the root causes of such symptoms, and how to overcome these challenges?

  • A Continuous-Improvement Culture  All organizations have a culture. That culture is a display of collective behavior. It is influenced and shaped by the interaction between employees, management, and environment. The result is a set of norms and values that determine how people will behave and relate to one another in a particular setting. Culture is a mindset, attitude, and competency of an organization. Changing the organizational culture, however, is not so easily done because traditions are closely held as norms, values, and beliefs. In addition, the nature of organizational structure—the hierarchy—can slow the process of review and adaptation. We all know the old saying: Culture eats strategy for lunch. Hence, how to shape a continuous-improvement culture, who are the change agent, and what is the best scenario with logic steps in managing such culture transition?

  • Does Change Always happen with the support of Top Management? Change is the digital new normal, however, more than two-thirds of change management initiatives fail to achieve the expected result. What are the success factors of change, or the failure cause of Change Management? Does change always happen with the support of top management?

  • Are you Still Running "Business as Usual" or Embracing the Digital "New Normal"? 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 should you embrace such business new normal heartily and mindfully?

  • Why Does Change Have to be Comprehensible? Change is inevitable, but more than two-thirds of change effort fails to achieve the expected results. Too often top management says they need to change or select a set of numbers relative to goals and then unleashes a fancy name program on the organization and says "Change”! So it's no surprise that won't work. But why does change have to be comprehensible, and how to make change sustainable?
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