“We cannot change anything until we accept it.” Carl Jung
The business world is dynamic and workplace change is inevitable requiring businesses to keep up, adapt and manage risk.
Companies and organisations can find that employees often struggle to accept change and as we see the acceleration of change driven by technology increase, this is a reality organisations will continue to face. Organisations need to cultivate a culture that is change ready and anticipate constant change as a matter of course – particularly in the technology sphere.
When a Business transformation process is undertaken and new technology is implemented there is the risk of the ROI not meeting expectations if the change management process is not handled efficiently. McKinsey & Company in conjunction with the University of Oxford conducted a study of 5,400 large scale IT projects. They discovered that IT projects run 45 percent over budget and 7 percent over time while delivering 56 percent less organizational benefits than originally predicted . If the ROI is less than half of what was expected this is a lesson to spend time in the preparation and on change process to avoid this outcome.
The human factor that affects the change process is very real, people naturally resist change due to innate fears – of the unknown, loss of job, loss of control and sometimes a mistrust of their organization. For this reason, a key factor of being change ready is to ensure the change management process is well planned and mapped out beforehand as well as understand the adoption curve that takes place. When there is a disruption to the current way of work or status quo there will be some unsettling and resistance which has an affect on performance, employee engagement and productivity. Leaders can do the ground work to plan the change process, considering the impact of the proposed changes and identify tactics they will use to address chaos and resistance, and then methods to employ to drive and foster the process.
Creating a culture within an organization that facilitates an openness to change will lay the foundation that allows for change to occur in a positive rather than a destructive way. The culture of an organization is passed down from the founders or leaders as company beliefs, morals, norms and values. When employers perceive a genuineness with regards to these, and when they are actually active within the organization – then employees are more open to a change process as they feel aligned to the shared organizational objectives. Driving business transformation using a change in technology needs to be well planned and managed to achieve the planned ROI. The intent is not to simply re-design processes or introducing a new technology but to create a culture that allows staff to move through the change process and adopt whatever is necessary for each individual to sustain their role in the process over time.
At LHH Gulf we work with companies across industries helping them prepare for and navigate change. Contact us at firstname.lastname@example.org to find out how we can partner with you.