Friday, October 7, 2016

The Monthly Insight: How to Manage those Change Management Dilemmas Oct. 2016

Change is inevitable, organizational change has become a common practice within an organization, 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. A digital transformation is achieved via dynamic Strategy-Execution-Change life cycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. How to ride ahead of the change curve and lead change effortlessly?

How to Manage those Change Management Dilemmas        

  • Why is Successful Change so Difficult? The phrase "The only constant changes" refers to the obvious fact that we see all around us which is that things are constantly changing. The pace of change is accelerated in every vertical sector, and even every corner of the world, however, 70% of change management projects failed, why change, or more precisely, successful change is so difficult??

  • Change, or Resistance to Change, What’s the Problem? Change is the only constant, but most of the change management efforts fail. Indeed, change is difficult, some say, change is not a problem, the primary reason for change failure is resistance to change while the secondary reason is the inability of leaders to deal with resistance. What are the true problems of the change, or what’re the real roadblocks to step into changes?

  • Which is Better Strategy: Adapt to Change or Mitigate the Change? Change is inevitable ,the speed of change is expedited. There are too many different types of change management initiatives, so there is no one size fits all approach to successfully managing change. Organizations today are more dynamic than ever, there are Big’C’ changes such as digital transformation, merging organizations with overlapping or duplicate functions, and little ‘c’changes such as implement a new software tool, reorganize a department, improving a new process to do things more efficiently. But too often changes are made as a reaction to outer impulses, crisis, and demands. Which one is the better strategy: Adapting to a changing climate, or taking logical steps to mitigate the changes that are already underway?

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    Is Uncertainty Problem or Opportunity: Uncertainty and ambiguity are a key challenge for business leaders today. In the past, many business leaders believed their organizations’ long-term goals could wait until they had dealt with the current crisis. In the current business environment with “VUCA” characteristics, this is no longer the case. The rate of change has accelerated, indicating that business leaders must learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. So is uncertainty the biggest problem in business today? And is it affecting business in setting long-term strategies and are forced to concentrate on short term goals? And further questions include - how can the soft signals of contextual changes be best determined? How do you structure information systems to deal with uncertainty - in the era of Digital?

  • Is Hierarchy Good or Bad for Systems?? Systems Thinking is the ability to think the "whole," and understand the interconnectivity of its parts as well. As complexity is pushing the boundaries of the thinking and traditional systems, what we do know is "that larger and more complicated systems" do not have the requisite agility to adapt to more complex and adaptive environments.The more nonlinear, interconnected, and interdependent the environment, where uncertainty and emergence become more prevalent, hence accelerated rates of change, the less likely ordered hierarchical systems are to be the answer due to the rigidity. Hence, we need to adapt to the Systems Thinking and reimagine the digital organizational structure?

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