Knowing this as fact, it comes as no surprise then that change within an economic scenario is also as predestined. In addition it will come as no revelation that in order to successfully endure as an economic entity, organisations must manage change effectively. In recent times, the economic juggernaut has quickened its pace and now races onward in a mad dash for commercial nirvana. Change Management is therefore a mission critical process, instituted to maintain the nimbleness essential to succeed in the modern, technologically pervasive economy.
Change Management is a complex process and can sometimes be viewed as an amorphous subject. Change is habitually unpredictable, making the management of change a difficult task. However, within organisations, change is sometimes planned and by placing the correct systems and procedures in place can make any transition more manageable. These changes lie within the sphere of influence of an organisation, but change is also something that is forced upon an organisation by external factors. These changes must also be managed to the best of ability to counteract any negative impact that may affect the organisation. The difference between the two being an anticipated response versus a reactive one.
In both cases, however, there is a common thread. Change is an evolution, revolution, reformation or transformation. Whichever term is preferred, it indicates a movement from the current state to a different future state. On that journey from point A to point B, an organisation will endure sometimes dramatic and sometimes simple modifications. Change Management is the process of identifying and settling on a course of action that will bring about some desired and predetermined end to the situation at hand. Effectively managing the road from A to B in a structured and organised manner should consequently iron out any undesired elements that may arise. Change Management is therefore the successful management of the means to an end. In fact it can be applied to manage all the 'who, what, where, when, why and hows' that an organisation may contemplate. This makes change management one of the most diverse and complex paradigms facing organisations today.
Since change management is such a complex matter, many will protest to its successful existence. In fact, they may be correct. Managing change successfully can be compared to effectively pacifying a wounded elephant. It is near impossible, but the way or means in which you deal with the injured pachyderm can spell either total chaos or a slightly less drastic anarchy. Change will always be a hiccup and change management will always be the attempt to make that hiccup as short, painless and successful as possible.
One of the most important features in any change management process is not focusing entirely on systems and processes, but rather concentrating on the people that will be affected by the change. Organisations are, to all intents and purposes, social structures and simply changing the systems and expecting the people to change with them is nigh impossible, if not ludicrous. Leadership and buy-in are possibly the two most crucial factors determining effective change management. This will create a focus on the goal and instil a sense of team membership essential to bring the whole organisation into alignment with that goal. Communication, both internal for employees or external for shareholders and customers/clients, about the change must be frequent, comprehensive and all encompassing. Increased and sustained communications and education can do wonders for reducing innate resistance to change. Lack of communication is often the most frequent reason that change is unsuccessful. Whoever is leading the change must constantly maintain an open line of communication with all change stakeholders and information about the change must be effectively filtered down throughout the organisation.
Ultimately, organisations should not fear change. It is inevitable, and any organisation today has to embrace change to stay ahead of the pack. Do not seek to control change, but rather to anticipate it, understand it and manage it effectively. The marketplace is awash with change agents - people or organisations skilled and experienced in the theory and practice of change. Finding a successful change agent can minimise the stress of change, but be sure to elicit the services of a reputable consultant. Concentrate on employees rather than systems and processes, and elect a confident and strong change leader, while instilling a sense of team membership. Each employee should be given as much responsibility as practical to manage his or her own transition, while giving constant and comprehensive feedback to top management. Never lose sight of the goal; change for the sake of change is futile.
