Strategy: Change Management takes logic processes and stepwise scenarios. Statistically, change management has a very low success rate. Transformative change starts with the realization that you currently can no longer deliver the vision of success for the company. For large-scale strategic changes, it’s critical to develop a good strategy for change, define why business improvement is needed, and then, cut through complacency so that systems stakeholders understand why it’s necessary to move in a new direction. The big “why” provides a way to inject enthusiasm, which is infectious and spurs the concept forward. It's also important to establish a cross-functional change team to involve the multifunctional change management, space and time are made to scope, plan, and execute, not through ad-hoc activities, but through a stepwise approach.
Ideas: Fundamentally, the purpose of the change is to solve problems large or small. Change agents are encouraged to break down silos, seek out help, brainstorm fresh ideas, and co-solve existing or emerging business problems. In the business enterprise context, the mantra of "there are no bad ideas" is often used as a catalyst to encourage a flow of ideas and solve problems creatively. Often, ideas are built on other ideas and that idea combination is a powerful technique to drive and scale up change and come up with breakthrough effortlessly.
Technology: Information technology changes so fast, to drive progressive change, trending emerging technology is a critical skill for change leaders so that they can see things further and perceive "the art of possible. Technology can be efficiency-driven, or it can be disruptive, changing the industry. Thus, forward-looking business leaders are able to discern the difference and make a business case. They can also leverage emerging technologies, efficient apps, and tools to lubricate business processes, rejuvenate organizational culture, enforce cross-functional communication and collaboration, and catalyze innovation continuously.
People: People are always the very reason and the goal for changes. There is no change for its own sake, there's always a clear business purpose behind it, and people are the core of changes. To initiate people-centric change management, it’s important to understand that people are not only rational beings but also emotional. Either individually or collectively, their resilience will be massively increased if they are involved, included and educated as to what they should expect. Develop change capability in those who'll help to drive and deliver the change, also consider the ability of those impacted by the change. People are encouraged to take proactive attitudes, regularly hear about the key change effort, the design and progress are made via seamless communication, involvement, and collaboration.
Process: There are incremental change and radical change. Process optimization and organizational structure tuning are the right places to experiment with changes for the sake of organizational maturity. To drive transformative change at the organizational level, you must first understand the concept of the true meaning of the organizational system as well as the underlying functions and processes. In fact, processes underpin the changeability of the business. To build an organization with high changeability, Change Management shouldn’t be just about taking a few random business initiatives but needs to be embedded in the mechanism of multiple management disciplines, and fine-tune multi-stepped processes that include both change resolution and management disciplines.
Change Management is all about balancing, maintaining and fixing an imbalance in crucial elements and building strong pillars for shaping high responsive and high-performance business. It takes a structural approach to make change happen and bring up impact at the business scope with less side impact.
Ideas: Fundamentally, the purpose of the change is to solve problems large or small. Change agents are encouraged to break down silos, seek out help, brainstorm fresh ideas, and co-solve existing or emerging business problems. In the business enterprise context, the mantra of "there are no bad ideas" is often used as a catalyst to encourage a flow of ideas and solve problems creatively. Often, ideas are built on other ideas and that idea combination is a powerful technique to drive and scale up change and come up with breakthrough effortlessly.
Technology: Information technology changes so fast, to drive progressive change, trending emerging technology is a critical skill for change leaders so that they can see things further and perceive "the art of possible. Technology can be efficiency-driven, or it can be disruptive, changing the industry. Thus, forward-looking business leaders are able to discern the difference and make a business case. They can also leverage emerging technologies, efficient apps, and tools to lubricate business processes, rejuvenate organizational culture, enforce cross-functional communication and collaboration, and catalyze innovation continuously.
People: People are always the very reason and the goal for changes. There is no change for its own sake, there's always a clear business purpose behind it, and people are the core of changes. To initiate people-centric change management, it’s important to understand that people are not only rational beings but also emotional. Either individually or collectively, their resilience will be massively increased if they are involved, included and educated as to what they should expect. Develop change capability in those who'll help to drive and deliver the change, also consider the ability of those impacted by the change. People are encouraged to take proactive attitudes, regularly hear about the key change effort, the design and progress are made via seamless communication, involvement, and collaboration.
Process: There are incremental change and radical change. Process optimization and organizational structure tuning are the right places to experiment with changes for the sake of organizational maturity. To drive transformative change at the organizational level, you must first understand the concept of the true meaning of the organizational system as well as the underlying functions and processes. In fact, processes underpin the changeability of the business. To build an organization with high changeability, Change Management shouldn’t be just about taking a few random business initiatives but needs to be embedded in the mechanism of multiple management disciplines, and fine-tune multi-stepped processes that include both change resolution and management disciplines.
Change Management is all about balancing, maintaining and fixing an imbalance in crucial elements and building strong pillars for shaping high responsive and high-performance business. It takes a structural approach to make change happen and bring up impact at the business scope with less side impact.
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