Five considerations when implementing change
Time: 4 minute read
Most business leaders today acknowledge that change is integral to success.
Technology, behavior, expectations and opportunities evolve constantly, and to keep up and remain competitive, companies must find ways to be flexible. This means not only being quick on your feet and responsive, but — occasionally — implementing organizational changes that make your company more able to thrive and compete. It’s a safe bet that, either in the near past or near future, your company has this sort of change in its timeline.
Unfortunately, it’s all too common for these changes to fall short. Last year Towers Watson1 reported that only 25 percent of companies could sustain long-term gain from their change management initiatives.
Reasons for this vary: the status quo is too entrenched, priorities are in conflict, funding and resources are lacking, etc. Where do these barriers correspond, in terms of staff? Oftentimes, the bottlenecks start at the top. And these are the people tasked with implementing changes.
The fact that changes so often fail to take root doesn’t suggest that managers and supervisors are somehow dropping the ball. Rather it suggests that change management is a heavy, complicated lift.
Here’s a look at how to approach change management in a way that relieves the burden from middle managers and yields the results your company desires.