Digital transformation as the leapfrogging change represents the next stage of business maturity and will improve how the enterprise works and interacts with its ecosystem, with the people at the center of its focus.
The digital business is hyperconnected, you can’t separate things properly and you can’t predict the actual effect of business interactions straightforwardly. Digital organizations are complex because of hyperconnectivity, velocity, and interdependence. Closer to reality is that 'change' is continuously happening in the environment of a company. Transformation is the change, but on a grand level, at the level of the system, differentiate in terms of the end result on a systemic level. Impose = Oppose - How to drive frictionless change and digital transformation?
The root must change for the fruit to change: Often time, change has been pushed down by the management with an intention to change employees’ behavior. However, behaviors are driven by attitude, and attitude results from thoughts, assumptions, and preferences. If people don’t change their mindset, the change at the behavior level won’t sustain. By peeling back the layers after the layer, individuals and organizations can discover why they think, feel, and operate the way they do. To put another way, to overcome change frictions, they must change the belief that causes the thoughts that creates the emotion. Once the belief has changed, the reaction will change automatically. Metaphorically, the root must change for the fruit to change. Either individually or collectively, we all work in progress, learning, growing, and changing for the better. Often, it means to let go of the voices from the past, reprogram the mindset with new perspectives, norms, and attitudes. Thus, Change Management needs to craft and most importantly, deliver the clear message and reinforce the statements through consistent communication and coherent actions. It also means that the management needs to challenge convention and break down people’s natural resistance to change or to new ideas, and helps to deliver incremental improvements over time.
Understand what pushes your button: Change is neither just a business routine nor a process. It needs to be people-centric. People should know “where you are driving them to,” and “what’s on it for them.” People need to know what will push their buttons, and how to get motivated for change. From the management perspective, it’s important to evolve people from the beginning; break down the change processes into phases and communicate each phase to employees on time. Without empathetic communication and early staff engagement in the dynamic planning, the roadblock will hinder the progress. In order to execute a successful Change Management process, it’s also important to delegate roles and responsibilities and make each individual feel responsible for the success of the plan, people get motivated and make sure the outcome of change will solve their issues and provide the better working environment. It’s important for the business leaders to cultivate the trust environment for people to feel comfortable being who they are and taking the necessary risk to fulfill their potential. The mechanism of change management and the success factors that could help to build a creative business environment are decision-making, people involvement, organizational structure, open communication, incentive and reward system, personnel selection, resource assignment, technology usage, etc.
The speed of change is increasing. Change Management is usually involved in negotiating a way around all the roadblocks which people erect against the change. Keep in mind: Impose = Opposing. Win the minds and connect the hearts. Digital transformation as the leapfrogging change represents the next stage of business maturity and will improve how the enterprise works and interacts with its ecosystem, with the people at the center of its focus.
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