Change is never for its own sake, any business initiative, especially change, should be viewed as an "opportunity" for solving business problems.
Change Management and Strategy Management need to go hand in hand. To improve the success rate of strategy management, it’s more critical to diagnose or predict the causes of change failures, in order to improve its own success rate.
Lack of awareness: Either individually or collectively, the most 'dangerous' weaknesses are those you're completely unaware of. Leadership is a continuous self-awareness, self-motivation, and self-mastery journey. Knowing oneself comes from the practice of actively and intentionally being present to relate to, see all the different parts of oneself and how they operate; better understand yourselves and how knowing who you are and your own style of influence affect how you respond and interact with not only your team but also your surroundings. Out of this comes a beautiful thing, the freedom of choice. It provides clarity and gives you directional opportunities for personal growth and helps you avoid personal deception, build on your strengths and improve on your weaknesses.
Professionally, practicing self-awareness allows you to leverage that knowledge to increase the influential outreach for the betterment of others. However, many of today’s C-suites are unaware of what is technologically or methodologically possible now or in the future. They need to gain the multitude of “digital awareness,” be fully aware of change impact, be able to look ahead and identify the certain trends in their industry, and be able to assess their organizational capabilities for creating a new competitive advantage via building new products, new services and delivering tailored business solutions; as well as be able to take the time to communicate the expected outcome with consideration of the "right" way to have room to make success progressive.
Lack of impetus: The good moment to change is when the top senses the urgency and the bottom feels the pain, digging through the big “WHY” is extremely important either for change or any kind of business initiatives. In many global organizations, the challenges of stakeholder involvement are real for Change Management effort. Lack of a clear vision to change, lack of executive sponsorship, or lack of impetus to push the right button will distract the organization from doing the right things and stifle the speed of moving forward. Change starts with a "sense of urgency" which can only come from top management, but imposing a corporate vision upon employees just doesn't work. From top-down, you have to co-develop a vision, people want to contribute in their way, and change managers need to very strongly identify with the project and its outcome and are often under enormous time pressure. Therefore, they do not always have enough time or margin to deal with negative voices as they can pose a serious roadblock.
Sometimes people are not part of change because they feel like they don't need change, and even the ones who recognize the importance or urgency of change, do not understand their own role, impact and most importantly, emotions involved in a change process. Traditional command and control management styles are losing the steam because it de-motivates their people, with ignorance of the delicate connectivity of “part” and the whole. Having the most senior champion is critical - someone who will not only communicate what the transformation looks like and where people will fit in the new vision. Overall though, it's important that the change initiative has senior sponsor support, focusing on what the organization needs to look like alongside the impetus and sense of urgency, toward the destination at the right speed. Otherwise, the initiative will go to the bottom of the pile.
Lack of change culture: Any business change initiative involves a certain degree of risk in it, culture is a determinant upon how effectively the business initiative can create sustainable business value. With an ever-evolving business ecosystem, a corporation needs the culture to sustain cross-boundary engagement to discover external ideas, and manage those ideas to achieve business values. Business leaders must work with the right mindset to create an inclusive organization with every dip in the business lifecycle, from individual thinking to collective mind (culture), improving resilience and reducing unnecessary organizational pressures.
In a frictionless digital workplace, dynamic business leaders, teams, and employees have the vision to think with the long-term perspective, have a passion for catalyzing changes, and have the resources to manage mass connectivity. The management should orient people and make them aware of the power of diversity, help them understand the value of embracing fresh perspectives, and diverse points of view with the goal to generate more novel ideas and rejuvenate a culture of creativity. With a risk tolerance and high performance culture, managers will see quantitative results and be able to praise or take corrective actions quicker, and are able to push the right button for achieving higher than expected business performance.
Change is never for its own sake, any business initiative, especially change, should be viewed as an "opportunity" for solving business problems. Actions are incredibly clear and very consistently interpreted. So business leaders should dig into varying root causes of change failures, the organization is in the healthy growth cycle, to listen to the organization, to change your behavior, to try something new, to act, and to inspire positive change in those around you…
Lack of awareness: Either individually or collectively, the most 'dangerous' weaknesses are those you're completely unaware of. Leadership is a continuous self-awareness, self-motivation, and self-mastery journey. Knowing oneself comes from the practice of actively and intentionally being present to relate to, see all the different parts of oneself and how they operate; better understand yourselves and how knowing who you are and your own style of influence affect how you respond and interact with not only your team but also your surroundings. Out of this comes a beautiful thing, the freedom of choice. It provides clarity and gives you directional opportunities for personal growth and helps you avoid personal deception, build on your strengths and improve on your weaknesses.
Professionally, practicing self-awareness allows you to leverage that knowledge to increase the influential outreach for the betterment of others. However, many of today’s C-suites are unaware of what is technologically or methodologically possible now or in the future. They need to gain the multitude of “digital awareness,” be fully aware of change impact, be able to look ahead and identify the certain trends in their industry, and be able to assess their organizational capabilities for creating a new competitive advantage via building new products, new services and delivering tailored business solutions; as well as be able to take the time to communicate the expected outcome with consideration of the "right" way to have room to make success progressive.
Lack of impetus: The good moment to change is when the top senses the urgency and the bottom feels the pain, digging through the big “WHY” is extremely important either for change or any kind of business initiatives. In many global organizations, the challenges of stakeholder involvement are real for Change Management effort. Lack of a clear vision to change, lack of executive sponsorship, or lack of impetus to push the right button will distract the organization from doing the right things and stifle the speed of moving forward. Change starts with a "sense of urgency" which can only come from top management, but imposing a corporate vision upon employees just doesn't work. From top-down, you have to co-develop a vision, people want to contribute in their way, and change managers need to very strongly identify with the project and its outcome and are often under enormous time pressure. Therefore, they do not always have enough time or margin to deal with negative voices as they can pose a serious roadblock.
Sometimes people are not part of change because they feel like they don't need change, and even the ones who recognize the importance or urgency of change, do not understand their own role, impact and most importantly, emotions involved in a change process. Traditional command and control management styles are losing the steam because it de-motivates their people, with ignorance of the delicate connectivity of “part” and the whole. Having the most senior champion is critical - someone who will not only communicate what the transformation looks like and where people will fit in the new vision. Overall though, it's important that the change initiative has senior sponsor support, focusing on what the organization needs to look like alongside the impetus and sense of urgency, toward the destination at the right speed. Otherwise, the initiative will go to the bottom of the pile.
Lack of change culture: Any business change initiative involves a certain degree of risk in it, culture is a determinant upon how effectively the business initiative can create sustainable business value. With an ever-evolving business ecosystem, a corporation needs the culture to sustain cross-boundary engagement to discover external ideas, and manage those ideas to achieve business values. Business leaders must work with the right mindset to create an inclusive organization with every dip in the business lifecycle, from individual thinking to collective mind (culture), improving resilience and reducing unnecessary organizational pressures.
In a frictionless digital workplace, dynamic business leaders, teams, and employees have the vision to think with the long-term perspective, have a passion for catalyzing changes, and have the resources to manage mass connectivity. The management should orient people and make them aware of the power of diversity, help them understand the value of embracing fresh perspectives, and diverse points of view with the goal to generate more novel ideas and rejuvenate a culture of creativity. With a risk tolerance and high performance culture, managers will see quantitative results and be able to praise or take corrective actions quicker, and are able to push the right button for achieving higher than expected business performance.
Change is never for its own sake, any business initiative, especially change, should be viewed as an "opportunity" for solving business problems. Actions are incredibly clear and very consistently interpreted. So business leaders should dig into varying root causes of change failures, the organization is in the healthy growth cycle, to listen to the organization, to change your behavior, to try something new, to act, and to inspire positive change in those around you…
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