‘Well begun is half done’, but ‘Well absorbed is the complete battle won.’ Initiating change management is about building an organisational culture. Your employees and leadership absorbing the fact that change is inevitable and necessary, is the battle won. Change management is a continuous process that leads to cumulative large impacts, Rohit Agarwal explains more…
Change ManagementChange Management in an organizational context can be defined the practice of continuously adapting the organizations process, culture and people in order to be deliver value to the customer and be competitive in the changing market conditions.
The definition is something we have all heard of, debated and discussed! Let us look at how to initiate a change management culture in your organization, what leaders of change have done to build their own change management process to enable their workforce to lead the journey.
According to Terrence OHanlon, CEO of ReliabilityWeb.com, organizations must reduce the time they spend on trivial tasks and focus on important tasks, tasks that make a difference. Terrence’s insights are a reminder of the Kaizen process, which in Sino-Japanese means improvement and refers to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Every employee in the organization must act as a change initiator and change promotor.
The belief comes slowly but surely as the philosophy of change management is gradually absorbed in the Organizational Culture.
Tim Vangsgaard Hansen, the Strategic Asset Manager at Copenhagen Airport believes Change Management can never be simple.
According to him, creating some resilience for getting the change right will help develop a change culture. This resilience can be created by making your employees believe that making mistakes while moving towards the vision is a necessity and needs to be used as learning and adjustments, while not counting them as failures.
The manager spearheading the change need to be believe in it as a commitment and not only as a company strategy. To summarize, Tim says that identifying and empowering the change agents to spread the vision is better than official communication. ‘Change Management is about taking people on the journey internally and externally.’- Cheryl-Anne Sanderson, Regional Director at Churchill Group.
"As a leader, you might be tempted to think the onus of change and progress lies on your shoulder..."
Elisabeth Jørgensen, Manager, Asset Management at the green power company Ørsted, champions change by accepting that it won’t work perfect from the beginning and that is completely acceptable. Scarily enough, she asks leaders to invite chaos over relying on business as usual.
As a leader, she believes in finding the ‘what’s in it for me’ selling points and making her team see and admit the value from their perspective. Keep referring to the ‘why’ in every communication about change management and work on it as reiterative loops rather than believing in a one-off revolutionizing process. As an organization leader, it can be challenging to initiate the change management process as it can appear daunting to rework established processes, venture out into the unknown territory or change something that is working perfectly for the worse. Elisabeth says that keeping it simple and having perseverance to keep building on what is already done, helps recognize the organizations previous work and saves the time and effort of beginning from scratch.
As a leader, you might be tempted to think the onus of change and progress lies on your shoulder. The final responsibility of course lies on you to initiate the cultural change, keep a note on the progress, and continuously reiterate the benefits. It is equally important to realize, that the change will be carried out by your people and not by you. If you are afraid of initiating change thinking what a failed effort could result in for the organization, think of using a black and white phone with a keypad today! Everyone did switch, slowly but gradually and it has resulted in a better, more connected and smarter world.
"The focus in the digitalization era should still be on delivering value to the Customer..."
The adoption curve always has the early innovators, early adaptors and then comes the mass majority and the laggards in the process. Change is required with changing times, to be brave and taking the leap of faith is the way forward.
‘As a leader don’t be afraid to be a cheerleader and show enthusiasm for what you are doing!’ – Elisabet Jørgensen, Manager, Asset Management at the green power company Ørsted. With digitalization, new technologies are emerging at a rapid pace that is making it impossible for leaders to keep up with them, let alone executing all of them.
The focus in the digitalization era should still be on delivering value to the customer and making sure your products or services are solving problems. Requiring keeping up with new technology, requires a change mindset and culture in the organization.
To get started with it, is the battle won as it is a continuous, reiterative process. Clear communication internally and externally about why is change needed, what value it holds for everyone and accepting failures as a part of the process are the most important aspects of initiating a change management culture.
To summarize, let’s reiterate the three pillars of change management – first, change is about culture and not strategy, second, change is a process not an outcome and, last, a leader initiates change, the employees lead it.