Change has become a part of our daily working lives. Put differently, there is nothing permanent except change. Reorganisations, cost-cutting programmes, mergers and takeovers, IT innovations and not least changing corporate strategies are an almost daily occurrence. Businesses never cease to look for more modern strategies, more robust organisations, leaner structures, more innovative technologies, and stronger synergies. In a world where change is the only permanent item on the agenda, the capacity of organisations and people to adapt to a constantly changing future is the most crucial success factor of all. But how can that capacity be strengthened? Whenever change requires more flexible organisational structures, processes and functions, uncertainty and hostility among those who are affected is almost inevitable. That is why it’s all the more important to create transparency and unambiguity concerning why, when and how changes will take place.
Designing corporate change is not a democratic procedure; rather, it is a top-down decision that is taken by the management. Wimmer and Nagel (2006) describe designing the future as a ‘management function that creates shared visions in a changing environment, constantly develops these visions and links them to the organisation’s own abilities.’ In other words, the organisation needs to scrutinise its environment to identify future opportunities and threats while encouraging its members to constantly review their own performance and where necessary, reinvent themselves.
Today, gaining broad support for impending change in a company has become a core management function. Communicating change successfully means a) creating confidence in the management, b) hearing the voices of those who will be affected, and c) ensuring a fair and equitable change process. Communicating the future involves creating an understanding of the impending change. It is vital to explain why these changes are taking place, to illustrate clearly what they mean to the company and the workforce, and to highlight the personal benefit for everyone who is affected. For they want clear objectives and a roadmap that provides them with guidance throughout the process.
Ohne Frage befindet unsere Arbeitswelt sich im Umbruch. Was bedeutet die ‘mobilere Arbeitswelt’ für das Teilen von Wissen und Büros? Dass die physische Umgebung...Read More
Ich möchte Sie gerne zu einem kleinen Experiment einladen: Nehmen Sie sich bitte kurz Zeit und schreiben Sie 5 Stärken und 5 Schwächen von...Read More