Stephen Hawking Lucasian Professor of Mathematics (Previously held by Sir Issac Newton) Cambridge University, England
It would be difficult today to believe that anyone could not be aware that we are in the midst of a transformative period where individuals and organizations face a myriad of challenges highlighted by an environment of significant change.
The days of predictability and stability in organizations are fast disappearing! Given this new environment, agility has become a defining characteristic of successful and high-performing organizations.
As a result, leadership can not stay the same; that is, leaders must replace traditional leadership models with models that reflect a new framework for designing and implementing successful change.
Change is what organizations do - not what individuals do to them, therefore, guiding successful change can be difficult, time consuming, confusing and complex.
Question: What is organizational change?
Answer: Organizational change is a continuous process where an organization attempts to align itself with movement in the marketplace and the realities it faces in order to maintain its viability. In today's world, organizational change is an ongoing process, not a one time "catch-up" event. Successful change is required - not an option!
Question: Why do change efforts often fail?
Answer: Many of the reasons change initiatives fail have their roots in the underdeveloped leadership and/or management skills of those leaders responsible for producing change success.
Question: Is there a road map or model for leaders that offers a successful approach to organizational change?
Answer: Yes! Michael Beer of the Harvard Business School has offered the following diagnostic tool for understanding organizational change initiatives: C = D x M x P > R where C represents the amount of Change, D represents Dissatisfaction with the current status quo, M symbolizes the Model for change, P represents Process and R stands for Resistance.
Question:How is change actually accomplished in a modern organization?
Answer: Change in an organization is entirely possible when leaders recognize that success depends on their ability to understand the nature of change and lead people through it. The leading people through change is what is difficult!
Successful change initiatives have three parts or waves; namely, 1) Mobilizing the organization for change, 2) Designing the new organization, and 3) Sustainingthe transformation.
Change Navigators need to be able to interact with four key levels of the organization for any change effort to produce the desired results. These four organizational levels include: top leadership, the change team, employee involvement, and organizationalculture and process.
Executives who possess a mastery of leadership coupled with an understanding of the Beer change initiative model are better able to successfully drive organizational change.