It is important to prioritize strategically, enforce two-way communication and have the perseverance to truly make the change happen systematically and also sustain its effect in a logical way.
Change Management needs to be the logical scenario of goal-setting, decision making, mindset crafting, process tuning, and performance indicator selections & measurement.
Most decisions on change initiatives are based on ‘logic’ which is the hidden clue of multidisciplinary management generally: Change is never for its own sake, but for problem-solving. Change Management is not a few random initiatives, but a systematic approach. In reality, Change Management in many organizations seems to be at the crossroad- when should you take small steps for making incremental changes, and when should you take an audacious approach to accelerate digital transformation. The organizational leaders have to ask logical questions, forecast upcoming change with a certain degree of precision, leverage multiple management disciplines such as information/knowledge management, decision management, process management, culture management, etc, to drive transformative changes.
Vision-planning-communication-action-evaluation, in this order. Continuous digital dialog leads to continuous improvement and a continuous journey of digital transformation. Successful transformations require leaders to make effective decisions consistently, over-communicate the transformation vision. Process is the sequenced series of tasks, and decision-making process helps to streamline an optimal decision-making scenario. It means taking multiple perspectives into account, minimizing "agendas" or "spin," working through the decision process logic, reconciling differences and inconsistencies in data or sources, using a set of criteria for evaluating information and conclusions and considering unintended consequences.
Working through the logic behind action-accumulated Change Management: The characteristic of nonlinear digital business systems is that small changes can have large impacts. A small error, inconsistency, or illogical process can significantly degrade its performance. It’s crucial to find the leverage point to amplify change effects. The real challenge is to understand where and how you can and should improve to get the biggest effect, focus on managing a portfolio of relevant change initiatives, and scale-up across the digital ecosystem. Take a “multi-logical” path to drive change - go inwards to see how your own actions might be contributing to the overall problem as they are; go outwards to engage customers and business partners into conversation and process design. It requires step-function changes in collective mindset, tools, cultures, leadership, processes, and embed creativity mechanisms in change management scenarios.
To manage end-to-end change performance, organizations and their people have to learn through their interactions with the environment. Analyze the logic behind the change scenario, ensure people are working on the right things and producing multifaceted business values. They act, observe the consequences of their actions, make inferences about those consequences, and draw implications for future actions. It requires the necessity to establish clear, understandable and easily calculable metrics, measuring things matter to make sure that the value of change will be realized and delivered smoothly.
"Why" concerns should not just precede "How" elaboration, but should be reaffirmed at each step in the "How": At all levels, change is the process, you must work harder to improve and work smarter to innovate. “Why” factor matters, every process, every expenditure of time, money, or energy, and every assignment of resources should directly relate back to the "Why." Change without wanting to improve is a reaction to outside forces and, therefore, full of limitations. It often reflects a disorganized working environment and major irritations for people working there.
Change with improvement in mind is a proactive approach that allows for an iterative planning-action continuum based on retrospective logic. There should always, at every turn, be a taste of better days, of continual improvement of retrospective action planning, incremental goal achieving, and improving change management effectiveness. During the retrospective change, the business management teams reflect on what happened in the iteration and identify actions for improvement going forward. Walkthrough “look, listen, question, understand, plan, act, measure, improve” stages for digital tuning. It’s much more likely to turn into a smooth and successful collaborative transition.
Organizations have limited resources and talent, change is never for its own sake, The coherent people-centric change management capability is built via the top executive guidance and sponsorship, the middle-management dedicated execution, and the bottom line engagement. It is important to prioritize strategically, enforce two-way communication and have the perseverance to truly make the change happen systematically and also sustain its effect in a logical way.
0 comments:
Post a Comment