The good news is that organizations know an organization must change to succeed and drive business outcomes, but change management is complex today. The bad news is that change itself is changing from "point-in-time" to "all-the-time," and organizations had better get great at it because change rates are accelerating, as you read this post. It is on top of the fact that organizations have traditionally struggled with the change in calmer times. There will also be more relaxed times to catch the collective organizational breath. If you believe the numbers floating on the web for traditional change failure rates, the cards are stacked against organizations. It's time to turn the tide, folks.
Change is Changing:Change is becoming emergent and real-time. Change is no longer a project with a defined start and end. It is continuous and accelerating. Today we have significant opportunities with digital technologies to automate and shrink time and costs out of our processes. Still, things are changing so fast that optimizing with automation is becoming a big challenge. Today our customers, employees, and partners are under tremendous pressure, fueling the fire of change. Customers want organizations to shift from a product, service, and process-driven approaches to empathetic outside-in sensibleness. We ask people to move from fixed to flexible efforts along with our underlying organizational infrastructures. We ask them not to fear change but to embrace change as the new normal.
Change Management is Changing:
In an emergent world, change management must provide Just-in-time feedback to all recipients in a synchronized fashion, so all can act on it appropriately. This kind of feedback allows recipients to adjust their behavior and witness the effects of these adjustments on performance and outcomes. This information must be personalized in a way uniquely relevant to the users in their context and contributions to the greater group goal. It will often include sidestepping the hierarchy to create direct connections among people while stakeholders can watch the adaptation. The intermediaries must not get in the way of resolution. Change management will have to build empathy, community, and shared purpose as people are no longer in a common location to collaborate. Providing an outlet for colleagues to share and see all the information, including progress and commentary, is essential. In this real-time change, world progress must be demonstrated visibly while linked to changing goals. The problem is that today’s methods, tools, and techniques are too slow and not goal-led, with real-time progress immediately visible.
Three Key Coping Mechanisms to Survive:· There is a need for
real-time dashboards where active watching and learning can be encouraged and assisted. It gives timely information in a customized fashion to the right people.
· There is a need for features that help with
situational analysis so that decisions can be assisted and carried out in a thoughtful and timely fashion, with or without automation.
· There is a need for a
goal-directed set of collaborations that give guidance and shared visibility to all the roles implemented and affected by the changing change.
Change Case Studies:
Human touch case study
Net; Net:Change management is crucial for organizations to succeed and drive outcomes. Over 75% of organizations want to add more change management initiatives in the coming years. It means investing in better change, even if it is like "Nailing Jell-O to a Tree." It will require a shift in organizational culture while applying a new generation of digital communications as we engage our constituents in real-time and continuous.
