Tuesday, 14 April Still, organizational change initiatives fail at an alarming rate.
Tuesday, 14 April Still, organizational change initiatives fail at an alarming rate. This is because most initiatives fail to consider how changes affect the people in an organization.
To successfully implement change initiatives, organizational leaders must identify the need for change and communicate it throughout the organization. They must also engage people at all levels of the organization by involving them in the design of the implementation strategy.
Lastly, leaders must actively involve the people most affected by the change in its implementation. This will help ensure employees at all levels of the organization embrace the proposed changes. This article introduces a three-phase Organizational Change Management Life Cycle methodology Identify, Engage, Implement designed to help organizations successfully manage a change initiative.
For each phase of the life cycle, the article describes valuable techniques for involving the people within an organization.
It also discusses the importance of developing a flexible, incremental implementation plan.
Introduction The statistics are undeniable-most organizations fail at change management. According to the Wharton School of the University of Pennsylvania Executive Education Program on Leading Organizational Change, "researchers estimate that only about 20 to 50 percent of major corporate reengineering projects at Fortune companies have been successful.
Mergers and acquisitions fail between 40 to 80 percent of the time. Why do organizations have such a poor track record of managing change?
The consulting firm PriceWaterhouseCoopers supports that finding. This article looks at the critical role that people play in the three phases of the Organizational Change Management Life Cycle-Identify, Engage, Implement-and offers guidance on how organizations can minimize "people issues" during change initiatives.
This, in turn, requires organizations be open to and ready for change. Some of the common drivers of change include: Adjusting to shifting economic conditions Adjusting to the changing landscape of the marketplace Complying with governmental regulations and guidelines Meeting clients needs Taking advantage of new technology Addressing employee suggestions for improvements Organizational changes happen regardless of economic pendulum swings.
In an economic upswing, for example, organizations examine different ways to extend their capabilities to maximize previously untapped revenue streams and look for new opportunities for greater profitability. Conversely, an economic downturn or recession creates the need for more streamlined business processes within an organization, and a right-sized staff to implement those processes.
The Elements of Change In every organization, regardless of industry or size, there are three organizational elements that both drive change and are affected by change: Processes Technology People Technology supports the processes designed to respond to changes in market conditions. Ultimately, however, it is the people who must leverage these processes and technology for the benefit of the organization.
Process Business processes are defined by process maps, polices and procedures, and business rules that describe how work gets done. These processes are redesigned or realigned as new prospective customers or better ways to provide service to existing customers both internal and external to the organization are identified.
This drives the adoption of new technology. Technology Technology ensures greater organizational efficiency in implementing the changes. It is a means to process data with greater accuracy, dependability and speed.
Therefore, essential to any change process is a plan for introducing and systematizing the technology required to execute the intended changes. People Generally, organizations excel at designing new or improving existing processes. They also do well at identifying or developing technology to realize the power of new processes.
However, most organizations fail to focus sufficient attention on the role people play in the processes and technology used to accomplish the desired organizational change. As noted in the introduction to this paper, the overwhelming percentage of organizational change efforts fail because people are not sufficiently considered at the outset of the initiative.
It is the people within an organization, after all, who are responsible for developing and implementing new processes, which will in turn require new technology. It is also the people who must specify, recommend, purchase and use the new technology. At the most basic level, people must acknowledge and buy into the need for change.
An organization cannot even begin to introduce change unless its people understand and support the reasons driving the change. This acceptance of change is known as the first step in human transition.
The Change Management Life Cycle Change management is a cyclic process, as an organization will always encounter the need for change. Identify, Engage and Implement.
The elements of change processes, technology and people and the phases of the Organizational Change Management Life Cycle are closely linked, and their intersection points must be carefully considered.organizations that cause resistance to change programs Recognize strategies that can increase the motivation to change Diagnosis the forces driving and resisting organizational change Experience reactions to a change situation.
Sales Cycle: Handling Resistance Words | 8 Pages. Sales Cycle -- Handling Resistance Sales are the ultimate driver for every successful business, which makes it such an important job. Since sales is so important for business the job is filled with pressure, uncertainty and a negative perception.
The resistance to change witness a shift over a period of time, starting with a few people who support change and it moves to with a mass number of people supporting it. The basic cycle of change is divided into five phases which are characterized as below. Resistance can impact each of the six steps of the Cycle of Change.
At the step of "Something's up?" you simply do not look ahead or ask any question about what is . The life Cycle of Resistance to Change Phase 1- Seeing the need for change Phase 2 – Movement toward change Phase 3- Conflicting forces Phase 4 –Shifting in the balance of power Phase 5 – Alienation of resisters.
Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, change in management, merger or acquisition, or the development of new goals and objectives for the company (What is Organizational Change?, ).