Most change-management programs crash and burn. Ironically, management is often the reason.
Why? It’s up to management to hire the right people, and to invest in the right tools while inspiring employees to accept and drive change.
You don’t have to must take my word for it.
Seventy percent of change-management programs don’t succeed for two reasons – lack of management support and employee resistance, according to an article entitled, Changing change management, in McKinsey & Company Insights.
Predictably, the consulting firm claims such change program behind the times. McKinsey advocates investing in the newest digital tools.
The authors maintain enlightened executives enjoy stronger results — nearly a third higher — than their counterparts.
The authors: Boris Ewenstein, a principal in McKinsey’s Johannesburg office; and consultant Wesley Smith; and associate principal Ashvin Sologar.
As a result of rapidly changing technology, the authors rightfully point out that companies that master change-management programs will gain a distinct competitive edge.
Hence, they remind us that long-term strategic planning is hampered by the Digital Age.
It’s up to management to hire the right people, and to invest in the right tools while inspiring employees to accept and drive change.
The authors assert that companies can no longer take a lot of time to change. This underscores the importance of quickness in flexibility – determining priorities and carrying out initiatives fast — very fast.
That’s especially true for multi-nation corporations.
How do they recommend companies stay ahead of consumers who use new digital tools? They maintain B2C companies should use the same tools they sell to consumers for change management.
The consultants advocate five ways to use digital tools. Here are their paraphrased points:
1. Use new technology to provide immediate input
The authors suggest giving immediate feedback to allow employees to act quickly.
2. Customize communication
The authors advocate customizing information so that employees individually see information they consider relevant.
3. Establish direct communication
Be direct. Provide an instantaneous source of information.
4. Use the Golden Rule
Treat employees like you’d want to be treated with opportunities to share communication, including status reports and comments by others.
5. Show the results
In large companies, not all employees can spot change right away. So use digital tools for instantaneous communication.
Their points are well-taken. Great insights, as usual.
And again, the ball is in management’s court – to hire the right people, and o use the right tools while inspiring them to accept and drive change.
From the Coach’s Corner, to complement this article see the following:
Tips for Marketing Your HR-Policy Changes to Employees — So you’ve identified workplace policies that need to be updated. But you want your policies to be accepted and followed by your employees. Employees are often uncomfortable with change even if it’s necessary for a business turnaround. Remember high morale among employees propels profits.
HR Management: Think Like a Sales Pro to Recruit the Best Talent — One-size-fits-all approach to recruiting employees is not a strategy. You and your peers in human resources might be enamored with technology, but job candidates want more focus on the personal touch. That necessitates thinking like a sales professional.
Management — 5 Frequent Causes of Cost Overruns and Failures — Extensive research shows how and why corporate projects result in cost overruns and failures. The academic study is entitled, ‘Yes Men’ Are Killing Corporate Projects. The research reported rampant misreporting of project statuses at all levels of the companies. The errant information is prompted from cultural predispositions to career aspirations.
Management — 4 Mindsets for Leadership in Performance Reviews — Are you nervous at the thought of giving employee-performance reviews? You’re not alone. Your employees aren’t exactly thrilled, either. Typically, employees aren’t convinced they can get valid feedback. If they’ve experienced poor managers, they likely dread the performance-review process or are skeptical of the outcome.
Risk Management – Making Best Decisions, Using Right Tactics — To prevent a crisis from interfering with the continuity of your business, you must strategically plan to manage any potential risks. That means avoiding the classic mistakes routinely made by companies, and making the right decisions for proactive measures to minimize any dangers.
“I am always ready to learn although I do not always like to be taught.”