Blog
"If you want to change the world, pick up your pen and write"
Martin Luther King
Does Organisational Change Management need to apply some change management to itself? We are expecting too much of leaders to effectively lead change in today’s environment. We aren’t setting them up for success, rather we are asking too much of them. The role of the Change Manager is changing to one of the Change Leader as they are better positioned than business leaders to effectively lead change.
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The VUCA conversation can be exhausting, draining and frankly, something that I find I want to flip the switch on—to find a more positive, brave mindset to operate from.
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Organisations need to consciously enable agility if they want to keep up with the rate of change. Everyone seems to be moving to Agile ways of working… but you can’t just add water and hope that it grows your organisational agility.
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Over the 20 years Prosci has been conducting the Change Management Best Practices research, sponsorship has been ranked the #1 contributor to the success and failure of initiatives. Which makes it surprising that in a recent article, “Digital Transformation Is Not About Technology”, the Harvard Business Review (HBR) avoided the elephant in the room. This is despite reporting that for every $1.3T invested in digital technology $900B is wasted.
So let’s talk about that elephant…
Talking about the elephant in the room is one thing. Defining what ‘effective executive sponsorship’ actually looks like is a bit of different conversation. There is mounting research that is challenging the traditional ‘burning platform’ “change or die” leadership approaches we so commonly see advocated in traditional change management.
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