Wednesday, June 1, 2016

The Monthly Change Management Agenda: Setting Principles for Changes II June. 2016

Change is inevitable, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. The perspective is often rational, an automatic cultural response; defending already existing structures, all that we take for granted, without questioning the underlying premises. So in order to make change both proactive and sustainable, Which principles should you follow to make effective changes?

Setting Principles for Changes II

The Five Principles to Manage Digital Workforce: People are the most invaluable asset in the business, however, in many organizations, talent management, and performance management are dysfunctional, silo, quantity-driven and short-term focused, lack of holistic approaches to managing performance, innovation, culture, and talent more cohesively. So what are the set of principles to follow in managing today's digital workforce effectively?

What's your # 1 Culture Change Principle? Culture is the collective mindset and corporate habit. Changing culture is just like to change one’s habit, it takes both discipline and persistence; besides practices, what are the key culture change principles?

Three Principles in Managing Change Continuum Change is a volatile subject, just like change itself. Everything changes continuously by following the laws of evolution, and the rate of change is accelerated. Organizations, like individuals, need to be in flow to operate smoothly. An organization achieves this state of equilibrium through its management practices. The strong support for continuous improvement is an essential strategy. The old stimuli of needing to change because of IT, major competitors or new market entrants are no longer the only catalysts for change. And today it is so much more about sensing emerging customers’ needs and creating new markets. The inevitable range, breadth, and pace of uncontrollable factors acting on any organizations mean constant fine tuning is essential. Change is not for its own sake, it is an ongoing business capability to execute the strategy and compete for the future. Here are three aspects of managing today’s change continuum.

Change vs. Transformation Change is defined in the Oxford dictionary as "substitution of one for another," and transformation is defined as "to CHANGE the character or form." Transformation....., the word itself is the first indicator, transform....The definition of transformation in the dictionary is, "to change (something) completely," so it’s much more than renewal, its rebirth. The dictionary adds..." and usually in a good way," which suggests it’s co-productive, rather than counter-productive, and implicit too, is enjoyable, Hence it includes the affective realm of experience. It makes sense to use the complexity of the shift required to differentiate between change and transformation. The biggest challenge with any large scale transformation program is – do the senior leaders truly understand the time and impact on the organization and do they have the intestinal fortitude to hold up to corrections in the face of quarterly earnings report pressure? In that light, isn't the point of the discussion here to clarify something about management? What is difficult about the concept of managing one or more changes as a means of accomplishing a managed transformation?

Empathy as the rinciple in Change Management? Change is the new new normal, but it also becomes fundamentally difficult in most organizations due to the change inertia, also because it is treated as something distinct from running the business, evolving performance and increasing results over time. Statistically, more than 70% of change management effort fail to achieve the expected result. So which principles should you follow to communicate changes, and transformation is dimensionally bigger, and much more pervasive/ invasive, how to weave all important elements in Change Management more seamlessly to orchestrate a harmonized digital transformation symphony?

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