Change management

Change brings uncertainty to any organisation. What was known and could be controlled before is now unknown and at least somewhat random. In the world in which the ability to change is a key engine of success the shift from strategy into capability demands leadership, action planning, the ability to cope with pressure and uncertainty and a willingness to learn.
CA Carnal

Designing effective strategy and its execution capabilities requires joint work between a consultant and a client. We need to generate ideas and assess opportunities together by looking into results of business analysis and, in the same time, over the boundaries of existing know-how in the company. After the agreement about a solution is reached we need to assure management commitment to change. It is also important to decide on strategic measures as soon as the objectives have been agreed (high level scorecard).

The following Capability Development Cycle diagram best describes my change methodology. Key variables are Performance Enablers and Change Enablers.

Among many change models, Kotter recommends eight steps for implementing fundamental changes: (1) establishing the sense of urgency by relating external environmental realities to real and potential crises and opportunities facing the organisation; (2) forming a powerful coalition of individuals who embrace the need for change and who can rally others to support the effort; (3) creating a vision to accomplish the desired end-result; (4) communicating the vision through numerous communication channels; (5) empowering others to act on the vision by changing structures, systems, policies and procedures in ways that will facilitate implementation; (6) planning for and creating short-term wins by publicising success, thereby building momentum for continued change; (7) consolidating improvements and changing other structures, systems, procedures, and policies that aren’t consistent with the vision; and (8) institutionalising the new approaches by publicising the connection between the change effort and organisational success.

The normal state of successful organisation is one of commitment, consensus and co-operation. However in open-ended change situations, people typically feel insecure and become anxious and the dynamic of their interaction becomes much more complex. Change causes people to speculate on outcomes, to generate and spread rumors. If it is driven by a top-down, hierarchical process, through memos developed behind closed doors, people don’t feel included, confident or inspired. A change must not be internally focused but customer driven to avoid being divorced from external market realities. It must not become politically charged, faddish and overwhelming.

I use my change management skills and experience to guide the process and manage these ‘interactions’ through transparent internal communication. I also advise client to invite key customers and other stakeholders on board whenever possible.

Read another article on this site: “Change management in transition economy – Serbia

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