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We ‘live in a world of constant change’ has become a truism.
Where change becomes much more interesting is when you
consider it in the context of organisational (in)action.
One thing we are often asked to help overcome is change
fatigue. At Predaptive we believe change fatigue to be a myth;
it’s a proxy for other things such as:
- Half baked, badly thought through projects
- Starting stuff and then not completing
- Poor learning from previous experiences, so repeating
mistakes
- Management fads and fashions – change du jour
- Too many (conflicting) consultants – yes, we realise the
danger of saying this, but it’s true
- No interdependency modelling carried out. E.g. ‘If we
want to do that, perhaps we should complete this first?’
Think of the guys from one company resurfacing the road, and
the next week another company digs up the same road to
survey the pipes
- Senior management turnover. New people want do things
new ways. If you’re on your third CEO in four years, you are
unlikely to be impressed when invited to another Vision
briefing entitled ‘A New Beginning’.
- Restructuring that is not progressive, but simply
recycling what went before. Like moving the same people
around into different boxes with different job titles,
without it affecting the fundamental power/influence
dynamics (deckchairs on a large ship’s maiden voyage come to
mind). Less senior people see this for what it is.
Superficial change that won’t address the key issues.
- Typical examples like the manger who spent three days
running launch workshops for her teams around a (proper)
restructuring and then went on three weeks holiday! When she
came back she had to start all over again. She demonstrated
that change without context or reinforcement is doomed to
failure.
These things are avoidable. They are all symptoms of poorly
planned and/or managed change. All of Predaptive’s projects
take cognisance of the need for effective change processes
embedded into the work. We believe that with better quality of
thought, supported by using Predaptive’s
6Corners™ methodology these obvious mistakes can be
avoided.
All other things being equal, culture defeats strategy. Any
effective change programme isn’t focused on change, but on
what you are trying to achieve, connected to a risk assessment
of the things that can go wrong, and a benefit model for the
people involved. When these are combined with involvement,
communication and reinforcement plans you really start to
create momentum.
Done in this way, an organisation’s capacity to change
increases many fold, it becomes comfortable with ambiguity,
confident in its strategy and interdependent in its processes.
To find out how Predaptive can help your organisation, please
contact:
Lynn Joy
T: +44 (0)1789 734333
E: lynnj@predaptive.com
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us to telephone you to talk through your needs. |
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