Saturday, September 10, 2016

Building People -Centric Changeability to Fuel Digital Transformation

One of the good reasons for the change is to keep the organization fit, and a fitting business has better changeability and higher agility as well.

Digital means change with increasing velocity and speed. "Change management" is the overarching umbrella, that encompasses extensive planning, outreach, communications, discovery of concerns / objections / potential points of failure, addressing fears and resistance, developing a shared vision, communicating valid and compelling reasons for cooperation, recognizing sacrifice and incremental success, measuring outcomes in a shared and mutually understood and agreed upon fashion, being able to declare an end-point and successful conclusion. Change is no longer just a one-time business initiative, but an ongoing business capability. Change capability is one of the strategic capabilities which underpin successful strategy execution and radical digital transformation. It moves the organization from efficiency to effectiveness to agility to maturity. However, no change is for its own sake, by overcoming numerous challenges on the way, Change Management can become an enjoyable voyage to discover the new landscape of business and fuel digital transformation.

People-centric Change capability: Building people-centric changeability is a prerequisite for dynamic digital strategy execution. There is no change for its own sake, there's always a clear business purpose behind it, and people are the core of changes. Develop change capability in those who'll help drive and deliver the change, consider also the capability or ability of those impacted by the change to handle its impacts; their resilience will be massively increased if they are involved, included and educated as to what they should expect. Digital transformation is the leapfrogging scenario with accumulated steps of changes. Many people across the organization are either directly involved in contributing to the change effort, or they have the opportunity to participate and choose to hold back but know they had the chance to contribute, or, at least, they regularly hear about the key change effort, the design, and progress made even if they have no direct involvement at all. People-centric change management capability is built via the top executive generous sponsorship, the middle-management dedicated execution, and the bottom line fully supports. The key trait is credibility at every level of organizations. It is imperative to find a progressive executive sponsor, but you must also find other like-minded, well-respected individuals throughout the organization, to take accountability in the change project or any transformation effort. They will serve the organization with more energy and determination.

Digital Fitness: One of the good reasons for the change is to keep the organization fit, and a fitting business has better changeability and higher agility as well. Organizational fit starts with mind fit, it means people have a growth mind to adapt to change. The organizational fit is the good balance of the fitting attitude and “misfit” thinking. Organizational fit from conventional lenses makes relationships easy and perpetuates the status quo, so if companies are satisfied with where they are and going then they should pay attention to fit. If things need to change then they need to quit hiring clones. Organizational fit means more about value adding or behavioral norms. And people need to be intentional about how they enter the role, focusing on understanding and bringing wisdom to the workplace. The failure to do this is one of the biggest causes of derailment -- and creator of the perception of poor-fit. The fit is also not equal to be compliant only, the ‘group think’ is one of the most devastating barriers to team performance and certainly to a team’s ability to innovate. Organizational fit, manifested in accepted and expected behavior, has a way of neutralizing difference, improve its effectiveness, efficiency, and agility.

Simplicity: Change Management should always follow the “simplicity” principle; with simplicity, the goal of Change Management and digitization is to add clarity and purpose. Simplicity means or is related to too many things such as manageability, availability, scalability, flexibility, reliability, robustness, sensitivity, comprehensiveness, speed, responsiveness, etc. One of the decent goals for change is to eliminate redundancy, get rid of complication, and remove unwanted complexity and clarify assumptions and dependencies, more clearly reveals the intentions of the business and its purpose. Simplicity is the characteristic of change management to looking for what is common for maximum, reuse. And simplicity needs to be the building blocks of the digital business.

People-centric change capability is different from the mere sum of individual abilities and skills of its members; processes underpin business capabilities, and culture nurtures capability coherence. Change capability of the business is built via the alignment of people, process, and technology, it refers to modification and internalization of new values, behaviors, and culture when the need for the significant digital shift is identified. It’s about what we do as a company, how we do it, it’s collective capabilities to ensure organization as a whole can achieve maximum values and reach the zenith of the high performance and maturity.


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