Walk through “look, listen, question, understand, plan, test and collaborate,” phases for managing change effort in a structural way.
Businesses need to find the right spot to change, identify critical problems to solve, with proven advantages to improve organizational agility.
It’s important to understand problem areas, seek out knowledge, and gain an in-depth understanding of root causes: Running a business is about enforcing a problem-solving continuum. Trying to fix the wrong cause of a problem will waste time and resources, increase anxiety, even encourage problem-creators. Some problems are the symptom; other problems seem irrational. Many problems exist because they cannot be adequately captured contextually; you think critically when you begin to focus and delineate the factors associated with the problem.
Be skeptical about the conventional understanding of issues so that you examine everything before accepting it. It is possible to seek out fresh knowledge, dig deeper to gain contextual understanding of specific cause and effect in a specific context, involve every line of people, processes, and resources, and take a holistic approach to solve problems smoothly.
It’s crucial to choose what to change and there are clearly many options: Change is part of business new normal. There are strategic and tactical changes. Small changes in the initial conditions could have large, unpredictable consequences in the outcomes of the organization. As leaders, it is about choosing why & what to change, how to change, finding what motivates people to change. If most people resist, either possibly change strategy is misdirected or you haven't found the right way. Professionals can empower themselves to make one small change to make their daily work environment better, more productive.
It’s important to build high performing teams with complementary thoughts, distinctive capabilities in order to fill blind spots, clear business vision, and spur creativity for either problem-solving or strategy execution. People are the center of change and they need to become a change agent. To clear the path, whether that is the elimination of obstacles, closing the blind spots, or providing guidance, figure out “where you are driving people to,” and “what’s on it for them.” If the organization has made and remains committed to the change, the resisting individuals will have to decide whether to accept it or to find a more amenable solution.
It’s imperative to develop the key capability, make an objective assessment and hone them into organization-wide competency: Organizational capabilities have business outcomes; they are enabled by processes, to drive changes and produce certain results. Create a comprehensive capability map through cross-functional communication and collaboration to bridge capability gaps, integrate them into core competency.
The core competency of the organization is a harmonization of multiple capabilities with a focus, and in alignment with the resource-based view to build business advantage. High mature organizations clarify business goals and objectives, shorten the time cycle and save the cost for building business capabilities, do the great work to preserve core competency as management expands and redefines the business, expedite business performance and build long term business competency.
Paradigm shift upon us is associated with deep ecology, with nonlinear patterns, and the pervasiveness of emerging energy. Walk through “look, listen, question, understand, plan, test and collaborate,” phases for managing change effort in a structural way. The deeper understanding of people and change; the better the quality of the Change Management program, the more anticipated benefits, and deliverables will be achieved with consistency.
Be skeptical about the conventional understanding of issues so that you examine everything before accepting it. It is possible to seek out fresh knowledge, dig deeper to gain contextual understanding of specific cause and effect in a specific context, involve every line of people, processes, and resources, and take a holistic approach to solve problems smoothly.
It’s crucial to choose what to change and there are clearly many options: Change is part of business new normal. There are strategic and tactical changes. Small changes in the initial conditions could have large, unpredictable consequences in the outcomes of the organization. As leaders, it is about choosing why & what to change, how to change, finding what motivates people to change. If most people resist, either possibly change strategy is misdirected or you haven't found the right way. Professionals can empower themselves to make one small change to make their daily work environment better, more productive.
It’s important to build high performing teams with complementary thoughts, distinctive capabilities in order to fill blind spots, clear business vision, and spur creativity for either problem-solving or strategy execution. People are the center of change and they need to become a change agent. To clear the path, whether that is the elimination of obstacles, closing the blind spots, or providing guidance, figure out “where you are driving people to,” and “what’s on it for them.” If the organization has made and remains committed to the change, the resisting individuals will have to decide whether to accept it or to find a more amenable solution.
The core competency of the organization is a harmonization of multiple capabilities with a focus, and in alignment with the resource-based view to build business advantage. High mature organizations clarify business goals and objectives, shorten the time cycle and save the cost for building business capabilities, do the great work to preserve core competency as management expands and redefines the business, expedite business performance and build long term business competency.
Paradigm shift upon us is associated with deep ecology, with nonlinear patterns, and the pervasiveness of emerging energy. Walk through “look, listen, question, understand, plan, test and collaborate,” phases for managing change effort in a structural way. The deeper understanding of people and change; the better the quality of the Change Management program, the more anticipated benefits, and deliverables will be achieved with consistency.
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