Facing up an uncertain, changing world!
Change means an empirical observation of differences in form, quality, or state in a given time, in an organizational entity. This entity can be a single project, task force, strategy, program, product, or the entirety of an organization.
Do you know all 4 Types of Organizational Change?
Firstly, according to its depth, there are two different types of change:
- Type 1: it is just about appearance. Ergo, the change is superficial and related to short-term actions.
- Type 2: it affects the organization’s core values. Accordingly, it will take much more time than Type 1 to happen, and it entails long-term reflections.
Secondly, conforming to its source, the change could be deliberate, when the organization wants the change to happen, or unintentional, a series of effects, accidents, secondary effects, unforeseen consequences of an action – usually associated with serendipity.
Thirdly, depending on the implementation models associated with the time, through marginal adjustments or drastically.
And last but not less, in line with the frequency, changes could be classified as continuous (very frequent small but usually adaptive changes) or episodic (infrequent and far-reaching ones).
What strategic attitude can we take towards change and risk?
Depending on the organizational culture and values, we will face change and risk differently.
Offensively, from a leadership position, creating change to which others must react (i.e., raising the level of services, redefining consumer expectations, or accelerating product cycles).
On the other hand, defensively, we can think of what is likely to happen and prepare (foretell) or react to our competitors’ initiatives.
How to maintain the organizational balance between stay still and rush out?
To be a successful organization, we must take control between centripetal forces, which make the organization remain what it is, and centrifugal forces, which make the organization change and lose its own identity. Nowadays, know how to invest wisely between operation and exploration is a must-do.
The most common strategy chosen will be to do more of what we are already doing and to do it much better, also known as the Red Ocean Strategy; meanwhile, looking for doing things differently, they will opt for the Blue Ocean Strategy.
“If there is no reason to change, then do it.”
How to succeed in a changing world?
- Master the new rules of the game: gather as much information as possible.
- Reinvent yourself with flexible and dynamic systems. Create synergies between human and technology, which means a hybrid organization of people and machines.
- Change continuously: it is urgent.
- Diversity, linked to innovation and resilience, is necessary to face setbacks and uncertainty.
- Create a return for shareholders and society.
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