The effective Change Management approach is logical and iterative, with the goals to build a high-responsive, high-intelligent, and high mature digital organization.
Thus, to explore the emerging horizon, you have to understand what it means to the business and get to know the external changing connected environment, see interrelationships rather than isolated things, understand patterns of changes rather than static “snapshots.''
Change is in small adaptations that tilt scales, but also in big paradigm shifts that rebuild the scales: With unprecedented uncertainty and high velocity, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. Change leaders can provide direction as vision, mission, strategy, as well as leadership skills such as delegation, decision-making, mentoring and monitoring. They can think outside the current constraints and comfort zones, shape a competitive team, raise the courage to pursue it; develop the initial value proposition; determine demand and estimated pipeline, in order to lead progressive change in a consistent and continuous manner.
There are strategic changes and tactical changes; for strategic changes, business executives need to keep their eyes open from signs of things they don’t know about and make the necessary strategic adjustment for adapting to the ever-changing business dynamic. It’s important to define why business improvement is needed, and then, cut through complacency so that business stakeholders understand why it’s necessary to move in a new direction; make a larger strategic investment, clarify well-defined goals, take a stepwise change scenario, and create the synchronization of all functions running seamlessly. Not only do you need to take care of urgent issues that directly intimidate the survival of your organization; but also emphasize those change initiatives that can build the strategic business changeability for leading the organization to the next level of organizational agility and maturity.
The success of the business transformation will depend on the business vision and leadership 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. It’s important for companies to craft their own version of playbook to focus on doing more with innovation and manage radical changes in a structural way. It takes greater transparency, trust, and collaboration leveraging repeatable process, expectation management and support from C-Level peers, and buy-in from staff to lubricate business relationships and lead change smoothly. The success of any change management effort starts with the leadership mindset, strategy, philosophy, and methodology.
Change is difficult, resistance to change is a natural occurrence that needs to be addressed in a very well thought out change management plan. A big challenge is for the managers to change their own mindset, attitude, and behaviors to allow their teams to do the change that is needed. The inspirational digital leaders need to have cognition, communication, and influencing skills to be able to represent themselves, inspire, persuade and motivate, even drive changes with everyday digital narrative. They are able 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.”
The management is responsible to develop a performance system that enforces accountability with consistency: The digital business objective is to begin to break down silo walls and utilize human potential. People need to be the center of change. The more stakeholders can impact a change capable of affecting their lives seriously, the better chance the change will achieve or exceed the business expectations. Role and responsibility clarification is critical. Leaders need to define who you need to have those responsibilities and talent, forecast the skills and roles you need to navigate the changes driven by digital trends and ensure calculated business results being achieved. They need to determine what's best for each position based on what it will contribute to their overall goals, then go get it.
Accountability is a crucial ingredient in change management formula, it is a part of personal integrity and it goes hand in hand with the delegation of authority or power. Professionals can empower themselves to make one small change to make their daily work environment better, more productive, pleasant, share that experience with others and trust that others will do the same. The management needs to make sure that the individuals have autonomy within their tasks; they will be able to address performance on an equal partnership basis and enhance a healthy feedback-feedforward performance management cycle. Identify and initiate pivotal changes, also make large complex changes gradually, hold people accountable for their decision scenarios and change processes to accelerate the journey of business transformation.
The inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations across vertical sectors mean identifying business vulnerability and constant fine-tuning are essential to long-term business prosperity. The effective Change Management approach is logical and iterative, with the goals to build a high-responsive, high-intelligent, and high mature digital organization. Leaders and professionals must be comfortable with “VUCA” reality, broaden their outlook, envision the bigger picture, keep the end in mind, and take step-wise actions to drive change smoothly. Progress is a concept that is not only conceived by humans, but it also applies only to outcomes of human society.
Change is in small adaptations that tilt scales, but also in big paradigm shifts that rebuild the scales: With unprecedented uncertainty and high velocity, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. Change leaders can provide direction as vision, mission, strategy, as well as leadership skills such as delegation, decision-making, mentoring and monitoring. They can think outside the current constraints and comfort zones, shape a competitive team, raise the courage to pursue it; develop the initial value proposition; determine demand and estimated pipeline, in order to lead progressive change in a consistent and continuous manner.
There are strategic changes and tactical changes; for strategic changes, business executives need to keep their eyes open from signs of things they don’t know about and make the necessary strategic adjustment for adapting to the ever-changing business dynamic. It’s important to define why business improvement is needed, and then, cut through complacency so that business stakeholders understand why it’s necessary to move in a new direction; make a larger strategic investment, clarify well-defined goals, take a stepwise change scenario, and create the synchronization of all functions running seamlessly. Not only do you need to take care of urgent issues that directly intimidate the survival of your organization; but also emphasize those change initiatives that can build the strategic business changeability for leading the organization to the next level of organizational agility and maturity.
The success of the business transformation will depend on the business vision and leadership 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. It’s important for companies to craft their own version of playbook to focus on doing more with innovation and manage radical changes in a structural way. It takes greater transparency, trust, and collaboration leveraging repeatable process, expectation management and support from C-Level peers, and buy-in from staff to lubricate business relationships and lead change smoothly. The success of any change management effort starts with the leadership mindset, strategy, philosophy, and methodology.
Change is difficult, resistance to change is a natural occurrence that needs to be addressed in a very well thought out change management plan. A big challenge is for the managers to change their own mindset, attitude, and behaviors to allow their teams to do the change that is needed. The inspirational digital leaders need to have cognition, communication, and influencing skills to be able to represent themselves, inspire, persuade and motivate, even drive changes with everyday digital narrative. They are able 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.”
The management is responsible to develop a performance system that enforces accountability with consistency: The digital business objective is to begin to break down silo walls and utilize human potential. People need to be the center of change. The more stakeholders can impact a change capable of affecting their lives seriously, the better chance the change will achieve or exceed the business expectations. Role and responsibility clarification is critical. Leaders need to define who you need to have those responsibilities and talent, forecast the skills and roles you need to navigate the changes driven by digital trends and ensure calculated business results being achieved. They need to determine what's best for each position based on what it will contribute to their overall goals, then go get it.
Accountability is a crucial ingredient in change management formula, it is a part of personal integrity and it goes hand in hand with the delegation of authority or power. Professionals can empower themselves to make one small change to make their daily work environment better, more productive, pleasant, share that experience with others and trust that others will do the same. The management needs to make sure that the individuals have autonomy within their tasks; they will be able to address performance on an equal partnership basis and enhance a healthy feedback-feedforward performance management cycle. Identify and initiate pivotal changes, also make large complex changes gradually, hold people accountable for their decision scenarios and change processes to accelerate the journey of business transformation.
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