Successful Implementation: Create Elite Change Agents
What is the secret to driving change?
“Start earlier” was a response I used to give to managers who asked the secret of Organisation Development (OD) and change implementation. Now, I would state that starting earlier on a major change management process may give the edge but the real secret is to develop an internal resource that drives change itself.
Internal managers driving change
Suspend your judgement about your current organisational capability for just a second. Imagine what you could achieve in your organisation if you had an elite group of managers who were not just skilled in change techniques but who also had the skills to persuade, influence, cajole, educate and negotiate with others to develop and implement changes.
Imagine what they could achieve to drive ownership for the change without complaining or being negative. Imagine what your organisation could achieve if it was the “aspiration” for those in the organisation to become a select member of this elite.
You are the Intrapreneur
Now, imagine that the business you work in today was your own business. You are the Intrapreneur - Its success or failure would show up on your personal bottom line. And now ask yourself, “would I commit to developing a high rating managerial cadre who you could help drive home and implement the most difficult but necessary changes within the next few years?”
The answer has to be yes. Now ask yourself, how committed is your current organisation to equip itself with the ability to master and implement changes much faster than your competitors? In other words, how committed is your business to developing real change makers?
How are we doing in the change stakes against our competitors?
The reason we ask these questions is that most organisations do not equip themselves for driving change. As many as 95% of organisation change initiatives do not achieve the synergies for which they were designed. Most change is unsuccessful.
Our research suggests that the majority of companies feel that real change has taken place if a mere 25% of recommendations are implemented!
To add to this reality ask these questions of your current business:
While the competitors are still sending their managers on training courses in “time management”, “team building” and “communication skills” your staff will be well equipped in understanding and implementing the dynamics behind “change implementation”.
With an organisation composed of enthusiastic, “fired up change makers” it is difficult to come second in any competitive event. Why haven’t more organisations chosen that route? We can show you how to do it and develop a staged implementation plan to create that group of staff.
Use our Contact Form now and let us know what support you need.
“Start earlier” was a response I used to give to managers who asked the secret of Organisation Development (OD) and change implementation. Now, I would state that starting earlier on a major change management process may give the edge but the real secret is to develop an internal resource that drives change itself.
Internal managers driving change
Suspend your judgement about your current organisational capability for just a second. Imagine what you could achieve in your organisation if you had an elite group of managers who were not just skilled in change techniques but who also had the skills to persuade, influence, cajole, educate and negotiate with others to develop and implement changes.
Imagine what they could achieve to drive ownership for the change without complaining or being negative. Imagine what your organisation could achieve if it was the “aspiration” for those in the organisation to become a select member of this elite.
You are the Intrapreneur
Now, imagine that the business you work in today was your own business. You are the Intrapreneur - Its success or failure would show up on your personal bottom line. And now ask yourself, “would I commit to developing a high rating managerial cadre who you could help drive home and implement the most difficult but necessary changes within the next few years?”
The answer has to be yes. Now ask yourself, how committed is your current organisation to equip itself with the ability to master and implement changes much faster than your competitors? In other words, how committed is your business to developing real change makers?
How are we doing in the change stakes against our competitors?
The reason we ask these questions is that most organisations do not equip themselves for driving change. As many as 95% of organisation change initiatives do not achieve the synergies for which they were designed. Most change is unsuccessful.
Our research suggests that the majority of companies feel that real change has taken place if a mere 25% of recommendations are implemented!
To add to this reality ask these questions of your current business:
- What percentage of change initiatives have been perceived as no more than “fads” and never implemented to achieve tangible bottom line results?
- To what extent have necessary changes been introduced that lead to clear and significant improvement in business performance?
- How cynical are your staff and your managers to the “current” and, more importantly, the “next change initiative” you expect to introduce?
While the competitors are still sending their managers on training courses in “time management”, “team building” and “communication skills” your staff will be well equipped in understanding and implementing the dynamics behind “change implementation”.
With an organisation composed of enthusiastic, “fired up change makers” it is difficult to come second in any competitive event. Why haven’t more organisations chosen that route? We can show you how to do it and develop a staged implementation plan to create that group of staff.
Use our Contact Form now and let us know what support you need.
