The Monthly Insight: Five Big “WHY”s in Change Management Aug. 2016

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. People, process, technology, WHAT are important factors in Change Management, and pitfalls to avoid, in order to improve the success rate of change initiatives?
    Five Big “WHY”s in Change Management Change Management Starts with Big Why: Change is everywhere and it happens every moment in the workplace, but, unfortunately, people rarely recognize that; or sometimes change is for its own sake, so how to manage change by starting with Big WHY?
Why Does Change Have to be Comprehensible?  Change is inevitable, but more than two-thirds of change effort fail to achieve the expected results. Too often top management says they need to change or selects a set of numbers relative to goals and then unleashes a fancy name program on the organization and says "Change”! So it's no surprise that won't work. But why does change have to be comprehensible, and how to make change sustainable?
Why is Successful Change so Difficult? The phrase "The only constant changes" refers to the obvious fact that we see all around us which is that things are constantly changing. The pace of change is accelerated in every vertical sector, and even every corner of the world, however, 70% of change management projects failed, why change, or more precisely, successful change is so difficult??
Three Big “WHY”s in Change Management: Change is the most significant characteristics of the digital age, and it’s multifaceted. The change also becomes an important business capability, not just an ongoing project or a one-time business initiative. “Change Management” is an overarching term that encompasses extensive planning, communication, discovery, creativity, measurement, etc. But the first step first, you need to figure out what are the very reasons and what are the ultimate goals for changes? What are the big WHY questions you should ponder in order to manage change more seamlessly?
WHY Is It So Hard to Measure Change ? Change is the only constant, and Change Management is one of the most important business initiatives for leading organizations forward. However, most companies do not understand the value that change management provides. In most cases, many managers do not understand how to qualify or quantify how change management adds to the bottom line. It seems self-evident that there needs to be some way to 'measure' change, whether quantitative or qualitative, anecdotal or empirical. Otherwise, how can the proposed change be justified? If certain 'important' change is immeasurable. But how can you know whether there is a benefit that is worth the cost (in resources or peoples' time and effort)? How can you know if the enterprise is at least headed in the 'right' direction? How can you get people on board? What kind of change do companies want to measure? Why? Or for whom?
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