Change should be viewed and embraced as a solution and an opportunity, not a problem.
Some lagging companies only react to the changing environment; but leading organizations take a proactive approach to manage change systematically. it takes a lot of effort and resources to make change happen; for the transformative change, it involves multidimensional planning, seamless execution and orchestration, with many accumulated steps and perhaps a few leapfrogs, strategically, methodologically, and psychologically, Here are a few focal point in change management.
Change needs to be cultivated as a business habit: Running a competitive business is a progressive journey of continuous evolving, changing, and exploring; but there are change curves and culture inertia on the way. People need time to assimilate change and work through the issues that result from the change, moving from the emotional to the rational. Change in people has the same impact just in varying degrees, producing some degree of anxiety. Some people confuse stability with stagnation; it’s important for them to have a sense of urgency to understand the very reason to change, what and how they can contribute to make change happen and sustain change outcomes in a consistent way. In this regard, change needs to become a corporate habit as changeability builds your confidence that you know you are able to adapt to any given circumstances promptly and you are on the right direction to push things forward.
From a change management perspective, resistance to change is a natural occurrence that needs to be addressed in a very well thought out change management plan. Organizational leaders and managers must first examine their own mindset, whether they are ready to change: are they part of the change force or resistance force? Progress is a concept that is not only conceived by humans, but it also applies only to outcomes of human society. What people “resist” or favor or foster or encourage change is based on the values they hold; the goals and objectives they intend to achieve, the experience they have; the practices they take, etc. All of those attitudes and emotions make change not a straight line, but a cursive journey. Try to understand the psychology behind the change, and adopt a behavioral approach that requires each person to develop their own change habit, take responsibility for their own actions, the management should identify their change champions and empower their change agents.
Change Management needs to set the right priority and focus on building change as a unique business competency: Change, especially the large scale of change needs to be stretched up in multiple directions. However, the organization has finite resources to apply to get the best yield possible to meet stakeholders’ expectations. Change leaders need to invoke further reflections of the focal scope and purpose of changes, and take a logical scenario to build a balanced change portfolio of “improvement-growth-transformation.” Prioritization is the process and method that one communicates either top down or bottom up. Identifying what generates the most value for the company and expressing that in strategic objectives help managers keep their eyes on what matters.
Prioritization is about managing constraints - you can't do everything; so which change initiatives should you take? Do you have the right talent and resources available to achieve the clearly-defined outcomes? There is no way to create a definitive prioritized list without more business context. Of course you need to take care of urgent issues that directly intimidate the survival of your organization; but do not ignore those change initiatives that can build the strategic business changeability for leading the organization to the next level of organizational agility and maturity. Thus, change leadership and change management need to go hand-in-hand; set priority right, enforce communication and have the perseverance to truly make the change happen and also sustain its effect.
Risk management is an integral component of a holistic change management: There is always a risk of changes, to accelerate changes, you want people to be able to take calculated risks; but on the other side, it’s always a crucial management discipline to manage risk effectively. If you ignore risks, then it opens the whole organization to a different set of risks, and makes your business fragile for the long run. Effective risk management practices will make changes closer to reality; as it helps to make risk management more practical and less emotional, and lessons learned from previous failure or others will increase the effectiveness of your next change agenda and therefore, probably increase your chances of meeting your objectives on your next change attempt.
Organizational change management keeps business agiler and flexible. Identify where the risks are within the change strategy, particularly what factors may keep you from achieving successful change results. Technically, governance and enterprise risk management has to be expanded into enterprise opportunity/change management. When they shift from a risk-avoidance to a risk management & risk intelligence mentality, they weigh risk and reward, take prudent risks and find ways to mitigate risk rather than eliminate it, and drive change large or small proactively.
Change should be viewed and embraced as a solution and an opportunity, not a problem. The effective Change Management approach is logical and iterative, with the goals to build a high-responsive, high-intelligent, and high mature digital organization.The purpose of the large scale transformative change is to make a significant difference in the overall levels of achieving high performing business results
Change needs to be cultivated as a business habit: Running a competitive business is a progressive journey of continuous evolving, changing, and exploring; but there are change curves and culture inertia on the way. People need time to assimilate change and work through the issues that result from the change, moving from the emotional to the rational. Change in people has the same impact just in varying degrees, producing some degree of anxiety. Some people confuse stability with stagnation; it’s important for them to have a sense of urgency to understand the very reason to change, what and how they can contribute to make change happen and sustain change outcomes in a consistent way. In this regard, change needs to become a corporate habit as changeability builds your confidence that you know you are able to adapt to any given circumstances promptly and you are on the right direction to push things forward.
From a change management perspective, resistance to change is a natural occurrence that needs to be addressed in a very well thought out change management plan. Organizational leaders and managers must first examine their own mindset, whether they are ready to change: are they part of the change force or resistance force? Progress is a concept that is not only conceived by humans, but it also applies only to outcomes of human society. What people “resist” or favor or foster or encourage change is based on the values they hold; the goals and objectives they intend to achieve, the experience they have; the practices they take, etc. All of those attitudes and emotions make change not a straight line, but a cursive journey. Try to understand the psychology behind the change, and adopt a behavioral approach that requires each person to develop their own change habit, take responsibility for their own actions, the management should identify their change champions and empower their change agents.
Change Management needs to set the right priority and focus on building change as a unique business competency: Change, especially the large scale of change needs to be stretched up in multiple directions. However, the organization has finite resources to apply to get the best yield possible to meet stakeholders’ expectations. Change leaders need to invoke further reflections of the focal scope and purpose of changes, and take a logical scenario to build a balanced change portfolio of “improvement-growth-transformation.” Prioritization is the process and method that one communicates either top down or bottom up. Identifying what generates the most value for the company and expressing that in strategic objectives help managers keep their eyes on what matters.
Prioritization is about managing constraints - you can't do everything; so which change initiatives should you take? Do you have the right talent and resources available to achieve the clearly-defined outcomes? There is no way to create a definitive prioritized list without more business context. Of course you need to take care of urgent issues that directly intimidate the survival of your organization; but do not ignore those change initiatives that can build the strategic business changeability for leading the organization to the next level of organizational agility and maturity. Thus, change leadership and change management need to go hand-in-hand; set priority right, enforce communication and have the perseverance to truly make the change happen and also sustain its effect.
Risk management is an integral component of a holistic change management: There is always a risk of changes, to accelerate changes, you want people to be able to take calculated risks; but on the other side, it’s always a crucial management discipline to manage risk effectively. If you ignore risks, then it opens the whole organization to a different set of risks, and makes your business fragile for the long run. Effective risk management practices will make changes closer to reality; as it helps to make risk management more practical and less emotional, and lessons learned from previous failure or others will increase the effectiveness of your next change agenda and therefore, probably increase your chances of meeting your objectives on your next change attempt.
Organizational change management keeps business agiler and flexible. Identify where the risks are within the change strategy, particularly what factors may keep you from achieving successful change results. Technically, governance and enterprise risk management has to be expanded into enterprise opportunity/change management. When they shift from a risk-avoidance to a risk management & risk intelligence mentality, they weigh risk and reward, take prudent risks and find ways to mitigate risk rather than eliminate it, and drive change large or small proactively.
Change should be viewed and embraced as a solution and an opportunity, not a problem. The effective Change Management approach is logical and iterative, with the goals to build a high-responsive, high-intelligent, and high mature digital organization.The purpose of the large scale transformative change is to make a significant difference in the overall levels of achieving high performing business results
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