The Monthly “Change Insight” Book Tuning: Accelerate the Speed of Changes Mar. 2018

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 lifecycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. How to accelerate the speed of changes and improve change fit both in individual and organizational level?

Accelerate the Speed of Changes

Digital Change Pendulum, How Fast can it Swing? Digital means the increasing pace of changes. A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. There is the distinction between different types of organizational change - incremental or transformative; the scope, scale, and impact of the changes. In order to build a high-responsive and high-informative organization, digital leaders need to make an objective assessment via asking: Digital change pendulum, how fast can it swing? And how to take a proactive approach to manage the journey of digitalization?

Riding Learning Curves to Accelerate Changes? Change becomes the new normal, and even the speed of change is accelerating. Too often changes are made as a reaction to outer impulses, crisis. How do you make changes to anything without knowing all the parts and how they are related? The goal of Change Management is to manage changes in a systematic way, either for making continuous improvement or innovation. Most of the changes are complex processes, how to ride learning curves to accelerate changes?

Three Digital Characteristics to Accelerate Change Digital makes a significant impact on almost every aspect of the business from people, process to technology, both horizontally and vertically. The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. The purpose of such radical digitalization is to make a significant difference in improving organizational efficiency, effectiveness, responsiveness, and maturity. There are three needs in an organizational setting which are embedded in the format of digital “characteristics,” to accelerate business transformation.?

CIO’s Digital Agenda XII: How to Overcome Change Inertia? Change is inevitable, and organizational change becomes a common practice within an organization, but more than two-thirds of change effort fails 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 Design Organizations to Maintain Viability Digital organizations are the complex ecosystem with the blurring line between functions, organizations and geographic locations. How to design organizations to maintain viability and deliver tactical actions for strategic effect, given weak, noisy and evolving feedback signals due to systemic adaptive complexity in its environment? What would be an inclusive set of theories to accommodate a complex system? How would such a set be integrated? How would be an organization experiencing that type of feedback know it's viable? How would it or its parts know it needs to change itself? How would it or its parts know what to change?

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