Tuesday, January 25, 2022


With VUCA” digital new normal, leaders must have a greater awareness of business intricacies and realize that one of their greatest strengths will be their multifaceted changeability.

Organizations across the vertical industries are on the journey of digital transformation. There are various approaches to change such as planned change, unplanned change, imposed change, negotiated change, and participative change. Transformative changes are nonlinear and multidimensional, often taking a holistic approach with an iterative continuum. 

The more complex the change is, the more complex the solution could be. The success factor to the “transformative change,” and its further “championing” has been the endless self-exploration in emotional, intellectual, technological dimensions that need to co-evolve together, for amplifying and sustaining its impact.

Knowledge/intellectual dimension: Information exponentiality and rapid changes are the new normal, unsurprisingly, the “commonly known” method is no longer working anymore when the circumstances change radically. Nowadays, the fresh knowledge can be captured from the abundance of information almost in real time; but it doesn’t take long for that knowledge to become a commodity once the market is exposed to it. At traditional organizations with command and control management style, employee engagement is very low, people fear to step out of their comfort zone and adapt to changes. They are simply not motivated to be either change agents or innovators.

Today’s digital workforces are knowledge workers, creative workers. It’s important to shape a set of change mindsets with positive mentalities such as growth mindset - thinking change as the opportunity, strategic mind - keep the end in mind, think long-term, problem-solving mindset -fixing the real problem, not just symptom, creative mindset - discovering an alternative way to do thing, learning mindset -show the humility to learn and catch up, etc. The management can provide intellectual challenges, stimulate creative energy, discourage negative emotions or unhealthy competitions, encourage alternative problem-solving, and tolerate calculated risks.

Psychological dimension:
Change is difficult either individually or collectively, managing change is like the upward spiral. The psychology behind the change is that “People like to change, but do not want to be changed.” There are full emotion cycles behind changes, and it is the mixed bag of positive emotions- openness to new ideas and perspectives; and negative emotions - resistance to change, fear, etc. Because there are different psychological perspectives, there is no one size fits all approach to addressing the different psychological responses and thereby reducing anxiety. Thus, change leaders should apply a multidisciplinary change management approach to make change happen in a structural way by shaping advanced mindset and connecting wider dots.

Change means the removal of something old, but people are emotionally attached to those things being possessed. Change in people has the same impact just in varying degrees, producing some degree of anxiety. People need time to assimilate change and work through the issues that result from the change, moving from the emotional to the rational. Empower change agents and reward change champions. The change should be viewed as an opportunity to solve a business problem, improve productivity, cut costs or optimize products or services. To achieve desired changes, an organization must create an environment that enables effective collaboration, shares and promotes ideas, and provides necessary incentives for employees to improve change management success.

Technology dimension:
It is true that information grows exponentially, and the growth of technology triggers a paradigm shift. Never before has abundant information needs to flow across the boundary to generate value; never before has the lightweight digital technology moved more quickly and missteps have larger trajectory impacts on every aspect of the business. The management needs to figure out whether information technology can help to design new business models; scale the right way to achieve strategic objectives; how the technical aspects of a workplace fit together directly impact the effectiveness and maturity of the company.

Modern digital technologies bring unprecedented convenience for people to learn and work, improve their productivity, learning agility, and innovativeness. Digital technologies are more lightweight, powerful, intuitive, and fast. Organizations today should leverage digital technologies, platforms, and tools as the enabler of communication, collaboration, social interaction and forward-thinking aggressively. Being a digital leader will need to master the art of creating differentiating value from piles of emerging or commoditized technologies. The leadership teams should craft and cast the vision for the ways in which tomorrow’s business technologies can create sustainable business value, and apply the right technology to the business with tailored solutions.

With VUCA” digital new normal, leaders must have a greater awareness of business intricacies and realize that one of their greatest strengths will be their multifaceted changeability. There are intensity of change and there are numerous reference points of varying stakeholders, and they all have a different view on "change." The management can keep all activities relating to change initiative transparent, take advantage of the latest technology tools for communication, enhance the practice of change, build a viable organization to deliver impressive business outcomes and improve business performance cohesively.


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