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There is nothing most constant in business than change, and there
are few things more challenging. The term change management is
commonly used, but not universally understood. An operations person
might think about shifts in the reporting structure and how that
impacts who does what. An IT person is likely to think about
tracking the modifications of code from one version of a software
application to the next. An HR person is likely to think about the
training and communication tasks that are required to enable the
people in that organization to adopt the new processes and
procedures for that change. All of these definitions can be useful
at different times. Unfortunately, this diversity of meanings can
also cause confusion and challenges. For starters, we often find
two people may be using change related terms at the same time but
not mean the same thing; and they may not even realize it. An
example of this would be when the above mentioned HR and IT people
talking to each other about the change plan. They may walk away
from the conversations with completely different understandings of
what was said, and end up taking different actions than the other
expected. This can drive frustration and limit communication.
Without good communication, we end up with scenarios where the
various changes, or even individual parts of a large change, occur
in a vacuum. This results in uncoordinated activities. Under the
best of circumstances, a lack of coordination will result in
duplicated and wasted efforts. In a worst case scenario, the
results can mean confusion for employees, conflicting outcomes, and
pretty much chaos. The best way to mitigate the risk of these
challenges is to evolve how we think about change. Don't just think
about change as a set of individual activities. Think about it in
terms of the broader journey that the organization is on. Don't
just talk about change management approaches that are limited in
scope and finite in application, but focus on a holistic Journey
Management approach that can address the full continuum of
outcomes. At the simplest level, Journey Management is the process
of assessing the impacts of major organizational changes, and
actively managing those transitions so as to maximize positive
results and minimize negative consequences. Journey Management is
different from traditional change management is several key ways...
While change management tends to be tactical and limited in vision,
Journey Management is strategic and considers the whole enterprise
While change management is reactive, Journey Management is
proactive A guiding principle of Journey Management is to always
link change to some desired performance outcomes. If a change can't
be linked to some performance outcome then what is the point of
doing it? This is not to say that Journey Management is about
abandoning the valuable parts of traditional change management.
Instead, it is more about expanding and integrating those efforts
so that they are coordinated across the enterprise. We do this
through five major five major activities: Awareness - Recognizing
the need for change Planning - Setting up processes to make it
successful Readiness - Preparing the organization, the systems AND
the people Coordination - Integrating with other activities
Execution - Following the plan, measuring the outcomes and
adjusting if necessary By effectively executing these cycles we not
only drive positive outcomes of the change at hand, but also
instill a culture that allows our organizations to change more
effectively over time. In today's ever evolving business
environment, the ability to adapt and effectively change is the
only truly sustainable strategic advantage.
Similar to works like Good to Great and In Search of Excellence,
the book is an effort to express the findings of a rigorous
scholarly study that looked at how to address deficiencies in the
current strategic planning paradigms by applying a particular kind
of strategic thinking known as systems theory to the strategic
planning process. It not only describes the theoretical basis for
this assertion but also reports real world data that demonstrates
that many top performing organizations are already applying these
kinds of mental models, even if they do not formally realize it.
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