Changing Change

Changing Change

Change management is often emphasised through a myriad of applicable strategies, each highlighting different aspects which contribute to the success of the overall change. Factors such as effective communication, leadership investment (financial / personal commitment), and personnel engagement are often cited as primary reasons contributing to successful change management. However, given that studies have still revealed a 60-70% failure rate in organisational change projects, what seems to be the problem?

Instead of identifying existing strategies and factors as being ineffective, and attempting to revise and rethink these widely applied basics, there could be alternative explanations which are the main reasons for failed change efforts. Change management is undeniably one of the most important facets of an organisation’s growth, and diagnosing areas of improvement for initiating meaningful and durable initiation should be the priority of an organisation.

One of the primary problems contributing to the ineffectiveness of change management is the lack of managerial capacity in initiating it successfully. Change management projects are often outsourced to third-party consultants, instead of equipping managers themselves with the necessary skillset to effectively implement change. One way to increase the effectiveness of outsourcing is by simultaneously coaching organisational leaders, providing them with the capability to helm change management projects whilst being assisted by external specialists.

Another factor attributed as a cause for ineffective change management is the lack of emphasis on upgrading existing structures of change. In an increasingly competitive environment, expediting decision-making is now a priority for organisations to stay in contention in their respective industries. The digitisation of change management tools contributes to the facilitation of effective and lasting change efforts. Prompt, personalised messages; regular communication of progress; direct connections amongst organisational personnel – are but a few areas where digitisation enhances the efficacy of organisational change.

Excerpts from the two articles below highlight in detail these problems, and suggest effective ways of application to ensure a more effective change management process. Direct managerial engagement and the digitisation of change management tools could well be keys to initiating successful change.

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“Here’s an example of this pattern: Over the course of several years, a major healthcare company introduced thousands of managers to a particular change management approach, while providing more intensive training in specific tools and techniques to six sigma and HR experts. As a result, managers became familiar with the concepts, but depended on the “experts” to actually put together the plans. 

To what extent are your plans for change integrated into your overall project plans, and not put together separately or in parallel? The challenge is to make change management part and parcel of the business plan, and not an add-on that is managed independently.

Finally, who is accountable for effective change management in your organisation: Managers or “experts” (whether from staff groups or outside the company)? Unless your managers are accountable for making sure that change happens systematically and rigorously — and certain behaviors are rewarded or punished accordingly — they won’t develop their skills.” – (Ron Ashkenas, Partner Emeritus at Schaffer Consulting)

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“The advent of digital change tools comes at just the right time. Organizations today must simultaneously deliver rapid results and sustainable growth in an increasingly competitive environment. They are being forced to adapt and change to an unprecedented degree: leaders have to make decisions more quickly; managers have to react more rapidly to opportunities and threats; employees on the front line have to be more flexible and collaborative. Mastering the art of changing quickly is now a critical competitive advantage.

B2C companies have unlocked powerful digital tools to enhance the customer journey and shift consumer behavior. […] Digital dashboards and personalized messages, for example, can build faster, more effective support for new behaviors or processes in environments where management capacity to engage deeply and frequently with every employee is constrained by time and geography.

Digital tools and platforms, if correctly applied, offer a powerful new way to accelerate and amplify the ability of an organization to change. However, let’s be clear: the tool should not drive the solution. […] The chances of success increase when management actively encourages feedback from users and incorporates it to give them a sense of ownership in the process.” – (Boris Ewenstein, Principal in McKinsey’s Johannesburg Office; Wesley Smith, Consultant; Ashvin Sologar, Associate Principal)