In recent years, the pace of change has increased due to technological developments and new laws and regulations. Many organizations are challenged to follow this high pace. This requires an effort to periodically look at the business model, business operations and revenue model.
Your new vision is the beginning of your change assignment. What is the gap between the current and future situation? How is the strategy formulated to meet the goals? Is there a need to fill in the organizational building blocks again? The structure, technology, employees and company culture blocks can best be coordinated with each other. What is the best timing to communicate “the why” of the change to everyone involved? Giving meaning to a change may prevent resistances.
The primary and supporting business processes directly affect the work of the employees. Adapting existing roles and routines is a great effort for many. Practice shows that success is determined by implementing changes in small steps. Securing the new processes, so as not to fall back into the old patterns, is better with the help of the environment. See also the page on processes.
New technical possibilities are a major driver of change. It can be a threat or provide opportunities. By applying new technology, you may be able to create more value for a particular target group with an existing business proposition. It is possible to work more efficiently and achieve cost savings. From the architectural views the impact of a technical innovation is immediately visible, the risicios can be addressed.
In the end, it is your employees who carry out the change task. They are the main stakeholders, they have direct interests. The motivation is always vulnerable, are they given the opportunity to bear the change? I’m sure many are motivated to take steps forward. It turns out in practice it is essential to also pay attention to the resistances.
Research shows that the majority of changes in organisations are not successful. It often does not yield what was expected or there is a relapse. After processing the disappointment one often tries again. There is the danger of change fatigue here. A better approach is to evaluate on the system. Is there enough pressure on the cultural change? A well-known statement attributed to Peter Drucker: “culture eats strategy for lunch”.