How to Deal With Change Management Conundrum

Change is inevitable, and the speed of changes is increasing. Forward-looking organizations are also on the journey of digital transformation. Change" can be a somewhat mechanical implementation of new or different ways to doing something while the transformation is more likely to be a sweeping approach to altering a culture, or parts of it, possibly even to parts of its ecosystem, to embrace such as change and help it become self-perpetuating. When the need for significant change is identified, it's generally naive to think it will succeed without transformation as well. However, the failure rate of change management is stubbornly high - around two thirds of change efforts fail to meet expectation. For many, change management is still a conundrum," or one time business initiative, what are some causes to change failure or the stagnation of digital transformation, and how to build th business “changeability” and improve its responsiveness?
Neglecting long-range planning: Compared to a couple of decades ago, today’s digital business ecosystem has become more complex and dynamic, interdependent and hyperconnected; to put simply, change itself changes, Change Management also turns to be more complex. It is often not a single business initiative, but a holistic business tuning. Transformation takes a holistic approach. Too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization, the main reason is that up to this point in time, most leaders have been silo managers and don't really have the business skills or personality traits to lead transformation and change. If as change leaders, you neglect long-range planning and keep silo thinking, change effort is doomed to fail. It is not as easy to provide a combination approach (both sense of urgency and Change Curve). The more complex the change, the more complex the change scenario.
Seeking examples to follow rather than developing tailored solutions: Change is chaotic, but change management needs to be well designed and practiced systematically. There are many change models and approaches around. It is human nature to develop heuristics and 'best practices' since people are pattern seekers and habit formers. However, most of them were created in the industrial era, lack of effective technology or broader collaboration platform to support implementation. The implementation of any significant change process usually succeeds or fails because of the leadership of that change and the robust, but not overly rigid process to implement it.  And now, social and enterprise collaboration tools do provide effective and interesting digital platform to develop tailored solutions and make change more tangible and measurable. Continuous improvement is more than discovering an elegant solution: The very reason about change is always about improvement and innovation. It is a multi-stepped process that includes both problem resolution and solution implementation. All stages must be handled with attention and proficiency to ensure success. This often means taking holistic thinking and customized approaches that may apply differently to each individual impacted, and it involves people, process and technology, in this order. However, energy usually gets focused on problem-solving, and realization becomes a rush where thoughtfulness about people and processes is a casualty of time. People need time to assimilate change and work through the issues that result from change, moving from emotional to rational. Helping people talk about change and giving them tools to deal with the problems of change promotes self-efficacy. Understand what basic approach is being utilized: Logic, power, structure, or mixture of approaches.
A changeable organization is to creating organizations where change is the norm (though not for its own sake) and happens the whole time, with increasing speed and velocity, and hereby delivering faster and increasing market share. Change Management shouldn’t be conundrum, but an ongoing business capability to improve organizational agility, flexibility and maturity.




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