Everyone agrees that Managing Change is tough.
Even more so, once the change is done, implementing it to success is more challenging considering various forces at work. You have your internal structure, internal workforce, external partners and more importantly your customers old and new. Here, your loyal or existing customers and of course your internal structure, internal workforce, external partners too pay for the brunt of what you change!
Constant changes may awake a sense of uncertainty. Why? The reason is simple. From an organization's game changer's (or Leadership's) view point, constant change is important to adapt to the vagaries of the business environment. But, are you adeptly equipped to understand the impact of this so-called change - mostly no.
And why? Here, I would like to quote, an article written by Jayme Alexandre de Lima for the Harvard Business Publishing Newsletters, published in January 19, 2009. He was categorical in saying that "70% of organizational transformations fail. Rarely is the cause a flawed strategy or lack of commitment by leaders (sic). Usually, says Jayme de Lima, failure occurs because the organization never wins its employees' commitment (sic)". Let us only consider this portion here - Rarely is the cause a flawed strategy or lack of commitment by leaders.
2. External Audience - Your external audiences must know what you intent to do or change. They can add useful inputs or help re-align your change thoughts to these business models
Even more so, once the change is done, implementing it to success is more challenging considering various forces at work. You have your internal structure, internal workforce, external partners and more importantly your customers old and new. Here, your loyal or existing customers and of course your internal structure, internal workforce, external partners too pay for the brunt of what you change!
Constant changes may awake a sense of uncertainty. Why? The reason is simple. From an organization's game changer's (or Leadership's) view point, constant change is important to adapt to the vagaries of the business environment. But, are you adeptly equipped to understand the impact of this so-called change - mostly no.
And why? Here, I would like to quote, an article written by Jayme Alexandre de Lima for the Harvard Business Publishing Newsletters, published in January 19, 2009. He was categorical in saying that "70% of organizational transformations fail. Rarely is the cause a flawed strategy or lack of commitment by leaders (sic). Usually, says Jayme de Lima, failure occurs because the organization never wins its employees' commitment (sic)". Let us only consider this portion here - Rarely is the cause a flawed strategy or lack of commitment by leaders.
Surely, every change is viewed as an improvement to an organization's growth or peak in this revenue or general business. But, does it involve all the parties mentioned above - your internal structure, internal workforce, your employees (quoting Jayme Alexandre de Lima), your external partners or your customers - maybe not.
So, what is to be done? Here, I would like to highlight few areas that could be used in addition to other changes that an organization would like to implement:
1. Communicate the Change - Let the people know what you plan to do or implement. If your internal structure and your employees know what you intent, they will work understanding this intent. If the communication is myopic, it is seldom understood and any effort by a committed leadership will not yield results expected by the Change. If they have concerns, hear them out
2. External Audience - Your external audiences must know what you intent to do or change. They can add useful inputs or help re-align your change thoughts to these business models
3. Why the change - Understand also that, if you really need a radical change or is this change due to immediate past month or quarter performances. It is more possible that a change is not at all required. Form a group within - ask the workforce for reasons for issues internally before launching a change
4. Set a time - If convinced, set a time to implement the change. A change cannot go for ever. A usual formula can be 14 days. If the change cannot be implemented and also act as a success in 14 days, leave it
5. Measure Results - Create a measurable results model. What was expected from the change, has the change worked or added a spoke to the old model or do you want to give more time....assess each to see the change result.
About MapleCode
MapleCode is a specialized Executive and Technology Search Business established in the year 2009. MapleCode is presently based in Bangalore, India and delivers specialized Search consulting services across India, Asia Pacific, Europe and Americas.
About the Author
Prashanth Vaidyan is a Senior Partner with the Technology Search Practice at MapleCode. He has been with the organization since inception and manages the Technology Mid Management Search assignments. Prashanth can be reach via prashanth.vaidyan@maplecode.com
The author has referenced necessary examples from an external source to use as examples. This is duly credited herewith. Other contents are his own and as explained.
BALANCED SCORECARD REPORT ARTICLEManaging Change: Winning Hearts and Minds
Source: Harvard Business Publishing Newsletters
3 pages. Publication date: Jan 16, 2009. Prod. #: B0901D-PDF-ENG
MapleCode is a specialized Executive and Technology Search Business established in the year 2009. MapleCode is presently based in Bangalore, India and delivers specialized Search consulting services across India, Asia Pacific, Europe and Americas.
About the Author
Prashanth Vaidyan is a Senior Partner with the Technology Search Practice at MapleCode. He has been with the organization since inception and manages the Technology Mid Management Search assignments. Prashanth can be reach via prashanth.vaidyan@maplecode.com
The author has referenced necessary examples from an external source to use as examples. This is duly credited herewith. Other contents are his own and as explained.
Source: Harvard Business Publishing Newsletters
3 pages. Publication date: Jan 16, 2009. Prod. #: B0901D-PDF-ENG
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