The Monthly “Change Insight” Book Tuning: The Change Management Dots Connections 2017

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 connect the dots in Change Management and lead change effortlessly?

          

The Change Management Dots Connections

• Digital Organizational Design vs. Business Changeability? The very characteristics of digital are the increasing speed of change and hyperconnectivity. Digital makes a significant impact on every aspect of the business both horizontally and vertically. Forward-looking organizations leverage the latest technologies to fine tune the organizational structure and improve the business changeability. Organization design is the vehicle through which the business strategy is executed and defines the business environment in which the digital organization can reduce the organizational culture friction, improve the business changeability, maturity, and unleash its full potential.

• 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?

• Innovation vs. Change Management? Innovation is value creation in a different way or to a different element of the business; there are both disruptive innovation and incremental innovation as well. So is innovation just another word for change; or does innovation management align with change management? Change and innovation share a common DNA, which is 'change' nature. But they are still different; each one has different motivators and must be managed differently. Innovation is a collection of thoughts, ideas, or efforts used to bring about or manage change to a desirable outcome. Not all change management is innovative however, innovation only exists to bring about change. Innovations do not need to be new however they should at the very least implement an existing method, idea, or resource in a new way, thereby making it innovative to the particular challenge at hand.?

• Change vs. Improvement? Change is the only constant, indeed, even change itself changes, but more than two third of organizational change management effort fails, what’s the change all about, why is change so hard, is change equal to improvement?

 Change as Capability? 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. Corporate change can be a simple modification of strategy, a business process improvement or a more radical digital transformation. Either at the individual or organizational level, at the more static industrial era, change is a one-time project; at digital age, change has to become an ongoing capability.

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