Due to the “VUCA” new normal of the digital age, either at the individual or organizational level, “Changeability” becomes an important measure to assess a person or a business’s potential, agility, and maturity.
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, crises, 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.
Critical Steps in Proactive Change Management
Pre-forecast and Post-forecast of Change Management by Asking “What” Questions The characteristics of digitalization are complexity, uncertainty, unpredictability, ambiguity, information exponentiality, and rapid change. Thus, envisioning and foresight are critical to navigating the organization into the uncharted water or blurred digital territories. Pre-forecast and post forecast will help the company well prepare the change journey for either capturing the rising business opportunities timely or preventing potential risks effortlessly and track actuals against the forecast with tangible results.
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 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.
Three Steps in Change Management Scenario IT is like the business engine, CIOs are accountable for critical parts of the business that are constantly changing and evolving, so digital CIOs should not only match the pace with the changes in technology, the pace at which the organization can effectively manage these changes but also proactively drive changes in business transformation. CIOs as change agents: What’re your logical steps in the Change Management scenario?
Change Impact Assessment Change is the new normal with increasing pace. The only certainty leaders of organizations will have is that their business will change. It is only a matter of time. Either individually or at the organizational level, change readiness is an important indicator of the business competency. Corporate change can be a simple modification of strategy, a business process improvement or a more radical digital transformation. The change must be defined in its base elements and associated benefits to be achieved via financial, market share, or productivity perspectives. The strong support for continuous improvement is an essential strategy. Overall speaking, Change Management has a very low success rate, how do you assess an organization that is ready for the change? How can you optimize the process of change management to ensure it's effective rather than fluffy? How can you measure change readiness and result objectively?
Change Management at the Cross Road: When to Make a Big Jump, When to Take Small Steps Due to the “VUCA” new normal of the digital age, either at the individual or organizational level, “Changeability” becomes an important measure to assess a person or a business’s potential, agility, and maturity. Unfortunately, change is not as easy as it sounds, more than two-thirds of business change initiatives fail to reach the expectation. Change Management in many organizations seems to be at the crossroad- Should you take an audacious approach of accelerating digital transformation, or take small steps for making incremental changes? What are the bottlenecks for changes, and how to avoid pitfalls in making a big leap?
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