Work culture in every industry or organization has undergone a huge transformation in the recent years. Long back, employees and senior executives in any company were pretty much content with a stable work environment that ensured constructive business and personal growth. However, the perception has changed now. The ‘stability’ factor has been replaced by ‘change management’ strategies. In this article at Strategy+Business, John Jones and his fellow authors share 10 basic principles of managing change in this dynamic business environment while addressing the human sentiments.
The ‘Fear’ Factor
The rising level of global competition has cultivated the need for long-term structural transformation and a culture change across industries. The magnitude of ‘change’ required to keep up with the rapidly evolving business scenarios is huge. While this change strategy is likely to benefit from the business perspective, companies still doubt its acceptance at the human level. Any change management plan is likely to be successful only when executed with proper collaboration at every individual level of the organization. Here are some essential steps that could ensure collective collaboration for change management:
The ‘Human’ Angle: Be proactive in addressing the people issues and resistance to change. Start with the leadership team and move down the hierarchy level, thereby ensuring a gradual process of acceptance at every stage.
Start at the Top: Unsettled or resistant employees will always look up to the top management for resolution. Thus, prepare the executive team first to deal with such stressful times.
A Gradual Process: Ensure that the transformation process flows down gradually from the top level of management till the individual employees with respective accountabilities defined at each stage.
Prepare the Business Case: Make a formal ‘change management’ business case with a proper vision statement, direction, actions required, and expected outcomes to deal with all kinds of queries.
Generate Accountabilities: Leaders who drive large-scale change management initiatives must take complete ownership of the task including issue identification, solution creation, future impacts, etc.
Maintain Communication: Never assume everybody to understand or realize the full impact of a change initiative. Communicate every aspect to the people well in advance.
Evaluate the Existing Culture: Assess the existing company culture and anticipate the kind of hurdles you might face in the process of change. Be prepared to counter them as you move along.
Resolve the Cultural Issues: Once you understand the cultural scenario, come up with a proper plan to address the potential issues.
Expect the Unexpected: Even if you lead a change program with a well-planned approach, sometimes internal or external factors can deviate your plan. So, do a periodic review of the ongoing change process and address the issues as they occur.
Talk to the People: Leaders need to maintain complete transparency with the employees. Let them know everything that a change might have an effect on – be it job profile, rewards, recognition, bonuses, etc.
To read the original article in full, visit the following link: https://www.strategy-business.com/article/rr00006