The value of an organization will be measured by its capability to change
Building organizational change capability
Given the economy’s continued volatility and uncertainty, the pace, scale and complexity of organizational change initiatives continue to escalate in organizations around the globe.
A company that is adept at managing change remains agile and can continuously generate sustainable competitive advantage
These are scary times for leaders in many companies. Even before the internet and globalization, their track record for dealing with major, disruptive change was not impressive. One thing is certain: change is no longer something that happens periodically. It’s continuous, constant and needs to be successfully managed.
It’s not that leaders can’t see disruptive changes coming. In many cases they can. What many leaders lack is a habit of thinking about their organization’s capabilities as carefully as they think about individual people’s capabilities.
To succeed consistently, leaders need to be skilled not just in assessing people but also in assessing the abilities and disabilities of their organization as a whole.
Organizational change capability will be a competitive advantage
No matter how cliché, change seems to be the only constant. Organization’s must be able to anticipate, respond to and react to various change catalysts to move their organization forward and be in the best position to succeed.
Not the capital determines the value of a company, but the spirit that reigns in it
In order to ensure that change will be accepted and embraced, leaders must address three tough questions: “Does the organization have what it takes to effectively execute change on a continual basis?”, “What are the change capabilities?” and “How can they be leveraged for competitive market advantage?”
Change agility – or organizational agility – should be a top priority on any executives agenda. One of the most critical enablers of change agility is an organizational change management capability.
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