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How to manage change without dying in the process?

Posted by SilverStorm on Mar 20, 2020 9:00:00 AM

Organizational Change, Innovation, Digital Transformation, Human Resources

Those in Human Resources are now proposing a form to request holidays even when it’s really easy to do so by email; I don't understand why we have to change the Word templates when the ones we use are fine; they have installed a new programme for us, but we have no idea how to use it, so we’ll just keep on using the usual one; we have a lot of problems but those in Marketing only care about making beautiful logos for social networks - not that that is any help to us at all!

If you are tired of hearing of this kind of talk at coffee time, during lunch or at rest, it’s time for you to consider that there may be some resistance to change among your staff. Your employees do not want to get used to a shifting environment where challenges should be viewed as opportunities that should be part of the everyday life of organisations.

While it is true that most companies understand that to grow, you have to anticipate, 75% of change management initiatives fail, according to Gartner. Why? Because people are too often mere spectators of processes that are not always to their liking. The key to success lies in changing their attitude; motivating them to help build a culture that is favourable to innovation. Place them centre stage to win the game.

Therefore, in order not to die in the process, it is essential that workers have an open and receptive mindset, and that they trust their company and its decisions so that new tools, processes and technological innovation can be successfully incorporated into the business model. This environment is not built overnight. The bricks are laid gradually, motivating behaviours and responding to the impact that Digital Transformation has on the people who are part of the project.

Innovation, flexibility, adaptation and creativity are four essential companions on this journey, on which you not only have to change attitudes but must also ensure each step is understood well so that it is taken without any friction. Provide a comprehensive overview of how this decision impacts the different offices and, above all, the work teams, in order to identify strengths and improve.

In the race to success, it is essential to develop a culture that is open to learning, flexible and collaborative; an environment where everybody assumes that changes enhance the value of innovation and is the true engine for developing a better version of the company and increasing its profits. By placing a professional in organizational change on this journey, the locomotive moves quickly and safely because it has an ally that teaches employees to assume progress as an improvement and not as a problem in the new competitive scenarios.

Bear in mind that many organisations are not structurally prepared to adapt quickly to a new situation. They are not dynamic. Those with a long history in the market are too often characterised by being stiff and unchanging, where control is the protagonist in seeking to cope with risk. This situation does not help competitiveness, efficiency or profitability. On the opposite side are the companies that carry innovation in their DNA. The latter are clear about what they want, but they do not always walk the path with the right partner. Imposing technology for its own sake is not the most successful course of action. Quite the opposite in fact. Although this adoption is beneficial for the company, the adaptation process has nothing to do with the current times, where cultivating the land with the employees is the most appropriate way to solve complex problems and live with the solutions that will help us move on in every single line of business.

There are no magic formulae to make everything go smoothly. The essential thing is to surround yourself with professionals who know how to act in this type of transformation. That is while following an interactive roadmap based on continuous improvement and addressing problems in a constructive way, and even as a learning process. Stumbling and falling is not the problem; the problem lies in focusing on the path of change. Barriers and resistance must be broken down with training, listening to those involved and taking their suggestions into account so that no one is left behind in a process that is done by and for the business project, of which we are all a part, and, ultimately, so you may keep on being successful for years to come.

Topics: Human Resources, Digital Transformation, Organizational Change, Innovation, Tecnology

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