Good morning Sunday, good morning ? with ?
Today, we want to start with something for thinking … what do you think about «what are the 3 C’s of #life ?»
Choices, Chances & Changes. You must make a choice to take a chance so in that way, your life will change .
First of all, the success of strategic change in an organisation will depends on people change their beliefs that they hold and also, their behaviour towards customers or each other. What is the logic of right strategy for persuading people of that logic?
-Designing structures & control systems for using them as mechanisms of change.
-Resources that are required.
-Timing & sequencing of change.
ORGANISATIONS TO BECOME «LEARNING ORGANISATIONS» , I mean in a continuous way, sensitive to changes in the environment and able to adapt continually to those changes. 4 premises :
-A clear view (within an organisation) of the strategy to follow .
-Commitment to change .
-The approach taken: context dependent .
-Powerful influence of paradigm & cultural web on the strategy.
– And I want to add another one – Raise awareness towards employees, customers … keep calm & patience in moments of uncertainty.
HOW CHANGE MIGHT OCCUR IN ORGANISATIONS AND THE ROLE OF STRATEGIST
Managed change, learning organisations and imposed change with the role of strategist of being the architect of the change. The most beneficial for an organisation : to change incrementally because it ll build on the skills, routines, beliefs so that change is efficient and to win the commitment of employees, customers and so on. A REALIGNMENT OF STRATEGY.
? INCREMENTAL CHANGE ?
Pay attention «Managers» ¡ Managers may not see the need for strategic changes but may adapt the existing paradigm and ways of operating within that paradigm .
BOTH PROACTIVE TUNING MAY TAKE FORM IN INCREMENTAL CHANGE .
HOW CAN BE EXPLAINED THIS INCREMENTAL CHANGE? Conceiving of organisations as «learning systems» adjusting ( continually) their strategies as their environment changes. ? LEARNING ORGANISATION ? Capable of benefiting from the variety of KNOWLEDGE , EXPERIENCE, SKILLS of individuals through a culture which encourages mutual questioning and challenges around a shared purpose.
The aim of management : to encourage processes that unlock the knowledge of individuals and the sharing of information & knowledge so that each individual becomes sensitive to changes ocurring around them and contributes to the identification of opportunities. These organisations will be well positioned to manage strategic change through «continual tuning» – PROACTIVE INCREMENTAL CHANGE-
? MANAGED CHANGE ?
If there is RESISTANCE to change ¡ how can managers overcome the resistance & manage the change ? UNFREEZING OF THE PARADIGM .
1-A change of new technology, changes in customer tastes, an entry of new competitors leading to a deterioration mloarket position, a global pandemic may act over time as an unfreezing mechanism . A crisis is an opportunity.
2-A situation of flux in the organisation. While such processes give rise to CONFLICT, it can be useful because it can facilitate THE DEBATE of different points of view. The debate fed by information building through strategy workshops.
3-Conflict & new information may contribute to individuals or groups arguing for different strategic ideas. These ideas tried out in practice ( a process of experimentation) .
4-Members of the organisation faced with this disruption may require a «safety net for the future» . Refreezing processes to confirm the organisational validity of the changed paradigm . The aim here : to sustain change within organisation by trying to establish the sort of situation ( LEARNING ORGANISATION ).
We want to share a forcefield analysis which is based on the cultural web . Think about in your organisation to make it 😉
FORCES FOR CHANGE
Customer -focused organisation ( close to customer, employees )
Flexible approach and structure flexibility .
Commitment (change is a normal situation – an opportunity of something new)
Networking , informality
Working hard although we stay home . ( it s a normal situation that we re sad some days)
Looking for a fun place to work or organising your time ( not only work) .
FORCES ACTING AGAINST CHANGE
Job evaluation as «core business» .
Individualism of consultants / advisors .
Lack of coordinated information .
Complacency about change .
Over complicated structure
Too many meetings
Not team controls .
? Managing successfully strategic change and strategic management ?
1-Open learning systems : Manager & staff see their role as keeping close to, being sensitive to, responding to signals in the environment.
2-Leading change through change agents : their ability to establish a context for change in cultural terms and terms of capabilities of the organisation. It s necessary to tailor the agenda for change in terms of organisational context & values and beliefs of those in the organisation.
3-Linking strategic and operational change : translating strategic change into detailed resources plans . Critical success factors and key tasks and the way the organisation is managed through control processes. How change is communicated through the symbolic aspects of the organisation.
4-Human Resources Management : Integrated policies with their strategies and strategic change process . For ex. training, employee relations, compensation packages .
5-Coherence in managing change : Consistency with what is happening in the environment and the way in which this is understood in the organisation.
Resources it requires, the structuring of organisation and changes that need to occur in the organisational culture & operational routines.
The strategic direction must achieve competitive advantage or excellent performance. In this case the competitive advantage will be the retail of people.
COHERENCE : THERE NEEDS TO BE AN ABILITY TO HOLD THE ORGANISATION TOGETHER AS EFFICIENT SUCCESSFUL ENTITY WHILE SIMULTANEOUSLY CHANGING IT .
We hope that this situation changes incrementally . Thanks so much for reading it and we hope that this article is useful for you and your organisation. Keep calm & patience 😉
Job Heart & Life team .