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Reality Check: What Change Managers are Missing

It’s here. Change management is a real phenomenon and it’s taking the C-suite by storm. But like a storm that brings replenishing rains, change can also bring a fair share of disruption to the order of the business. Glen Llopis shares his view on the nature of organizational change in an article for Forbes.

Clarity and Alignment

There’s a difference between strategic change and what Llopis refers to as “substitution.” That difference is a matter of both clarity and alignment:

It’s impossible to have clarity and alignment when the leadership teams within a company represent disjointed, disparate parts – rather than a convergence of intelligence and know-how that is in sync and strongly interconnected…Change management is a challenge when leaders…are not willing to share their intellectual capital for the betterment of a healthier whole.  In order words, leaders hold-on to the intelligence that has defined their success – perhaps indicating a hidden agenda – rather than share their success and insights with others to strengthen the intellectual capital foothold of the organization – so that it can more effectively grow and compete.

Internal and External Realities

If hidden agendas are allowed to flourish within management’s ranks, then clarity is a fleeting vision, and alignment is fractured at best, or is missing altogether. Llopis cites the burgeoning need for affordable U.S. healthcare that caters to the Hispanic demographic. Though there exists a large and untapped pool of Hispanic medical talent to serve a growing population of Hispanic patients, the industry has not aligned itself to this reality. The internal work environment of most medical practices does not reflect the external patient environment and changing customer expectations.

When external change comes (as it inevitably does), it’s possible to ignore that change from an organizational standpoint, to focus on the wrong brand of equilibrium. But an organization can never survive this change indefinitely, since the system upon which it relies (in Llopis’s example, the medical patient demographic) is not aligned in practice.

Read the original article at:

About Eric Anderson

Eric Anderson is a staff writer for CAI's Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master's degree in communications at Penn State University.

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