28/8/2022 0 Comments
Accelerate transformational change
The ability to successfully manage change has become a vital asset for organisations to stay competitive in this unstable environment. If your organisation has been sluggish at keeping pace with modern technology, processes, or changing market demands, or if it struggles with a significant internal problem, transformational change is necessary.
What is Transformational Change?
Transformational change are those changes you make to completely reshape your business strategy and processes, often resulting in a shift in work culture. These changes often are associated with significant business strategy revisions, internal structures and processes, and even corporate culture to support the new strategic direction. Transformational change can produce fear, doubt and insecurity in staff, and needs to be very well managed.
Examples of Transformational Change
How to accelerate Transformational Change
Transformational change will usually involve both transitional and developmental change where organisations recognise that they need to overhaul the way they do business. Transformational change takes time. But there are some actions you can take to speed it up:
Develop and communicate a well-defined strategy that explains the approaches you are taking to change and the goals you are setting
Establishing a Strategic Change Office (SCO) puts change in its proper strategic place in your organisation and places the change management leader on an even level with the CFO, CMO, CIO, and so on. The SCO can help drive transformative change across your organisation by ensuring that the right resources, methods, and skills are deployed to deliver success. It can also maximise the results delivered on individual change initiatives and encourage long-term agility to handle ongoing change in the future.
TIP: Make sure to select a diverse group of people for the change leadership team to represent all areas of the business. This team will advocate for change in their respective areas.
Continually reinforce your rationale for the changes
Aligning your team is always challenging. Aligning your team so they can act quickly, when there are still many uncertainties ahead, is even more challenging. Develop and communicate a well-defined strategy, explaining the "Why" - approaches you are taking to change and the goals you are setting (both top-level and department-level).
TIP: Examine the gap between what they currently believe about the change and what they need to believe about the change, and design your communication messages and engagement process to close that gap.
Plan and methodically implement new business systems and approaches
The best plans identify select initiatives that will drive your organisation's ambitions and commit the capacity (time, budget, talent and technology) necessary to execute successfully. Don’t allow yourself to be hijacked by short-termism, tactical execution plans and other check-the-box activities. All too often, concerns about meeting short-term targets, fear of failure and a preoccupation with operational issues overwhelm aspiration.
TIP: Before you even start your planning process, commit to keeping a strategic mindset.
Involve your staff in all phases of change discussions and planning and communicate regularly throughout the process
Most employees fear change either because they’re concerned for their job security or because they’re afraid they won’t have the skills to do their job when the change happens. Because transformative change impacts people personally, it’s important to get people involved in it to garner their support. The earlier you involve your people to collaborate in your transformation strategy, the better the outcomes.
TIP: Provide mandatory personal and skills development to all employees so they’re ready for whatever comes next.
There are many other issues to consider in accelerating transformational change, whether the changes you're planning are minor or major. Let us help plan your change process and support your organisation effectively.
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