Successful transformation requires an intimate understanding of the human side – the companies culture, values, people and behaviors must be changed to deliver the desired results.
As change management programs progress through strategy, target setting, design and implementation they effect different levels of the organisation. Change efforts must include plans for identifying leaders and pushing responsibility for design and implementation down trough the organisation. Implementation relies on line mangers and individual contributors.
Expecting resistance to change
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively manage objections. Understanding the most common reasons people object to change gives you the opportunity to plan your change strategy to address these factors.
Leaders of large change programs must over perform during the transformation and be the zealots who create a critical mass among the employees in favor of change. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control.
Transformation doesn’t happen overnight
Transformation doesn’t happen overnight. Historical success stories like Apple and IBM had their dark days – other case examples like Xerox and Barnes and Nobles did (and do) too.
Leaders need to stand fast in the face of these challenges, going beyond consistently exhorting the organization to work harder. Leaders need to push for, and celebrate small wins that reaffirm progress.
There’s no harder job for a corporate leader than transformation so make sure that you avoid the most common change management mistakes.
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