In order to lead change and drive digital transformation, organizations should ride above the change curve by making the dynamic and comprehensive planning.
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 spot your change champions and cultivate the culture of learning and innovating?
Digital Change & Planning
Planning is the Earliest Stage of Change Management Embracing digital is inevitable as that is now part of the reality. In order to lead change and drive digital transformation, organizations should ride above the change curve by making the dynamic and comprehensive planning. Planning is the earliest stage of Change Management. Planning work is about stakeholder engagement and about working to achieve stakeholder ownership of the emerging strategic plan and roadmap. Engaging those who will be impacted by the change and enabling them to be part of shaping their future. That is one of the best ways of tackling change and improve its success rate.Change Management Success is not Accidental, but a Capability? Change is inevitable, and the speed of change is increasing as well. Too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. Unfortunately, more than two-thirds of Change Management fail to achieve expectations. Also, it means only very few businesses can manage change effectively. So is Change Management success accidental? And how to beat the odds in managing changes as an ongoing capability more effectively?
How to Detail Change Management Process Change becomes the new normal. However, in some organizations, the management team lives in an illusional world when they 'assume' that their employees will accept change in a gracious manner. Obviously, it doesn't work. How would you go about detailing a 'Change Management' Process? When would you communicate that to your employees and how should you ensure their buy-in to this new directive?
CIOs as Chief Improvement Officer: Leading Effectively via Dynamic Planning? Business is full of uncertainty, volatility, and complexity. The increasing pace of changes means unpredictability and un-repetitiveness. Planning and forecasting become challenging, and planning fallacy is a business reality. Still, forward-thinking and well-managed companies need to keep planning and keep improving. With change as new normal, perhaps plans are nothing, but planning is everything. The goal of dynamic planning is to keep iterating, learning and working on a rhythm of sustained delivery and making continuous improvement. CIOs as “Chief Improvement Officer”: How to lead effectively via dynamic planning?
Three Big “How”s of Change Management? Change becomes fundamentally difficult in most organizations because it is treated as something distinct from running the business, evolving performance and increasing results over time. There are many reasons for changes, and perhaps, even more, reasons for resistance to changes as well: It may be a shift in power, a need to learn new skills, to manage a different team, to adopt the new way (mindset, methodology or process, etc) to do things etc.
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