The Management of Change
Change takes place in the minds of the organisation’s executives first – (i.e. business vision, mission statements and strategic thinking). As a result, change implementation depends on the flexibility of the organisation and its people, their ability to operate in an agile environment, stopping one thing and starting another in response to internal and external events.
Managing Change requires linking the execution of a well thought out business strategic plan to the required deliverables of proposed change interventions, through communication to stakeholders and partners, integration of multidiscipline teams and the management of individuals.
Experience shows that this tends to be a fragmented exercise in organisations with no consistent operating model for managing change across the enterprise.
Change initiatives must have a business imperative, otherwise why would the change be incepted. When considering change, the business must take into account strategic business objectives that have been targeted as necessary to move the business from its current state to a desired future state.
In a highly competitive environment, there is no second place: losers quickly get picked off by their competitors or lose competitive advantage to alternative products or services.
The role of the change coach, for managers engaging in innovation, leadership and change, can be seen as fourfold:
• Challenging thinking and perspectives
• Educating team players
• Supporting change initiatives
• Developing change appropriate skills
Next – Part 3/7 Change as a Competitive Advantage
Coaching Individuals and Teams in Successful Change Interventions Part 3/7