People
Issue No. 27 - February/March
Get a grip on change processes
by Dr Elizabeth Short
“We’ve got to change this old machine”; “This procedure isn’t working — we need to change it”.
The word “change” seems to be one of the most frequently used words these days, not only in business but in our daily lives. We change careers, jobs, houses, the way we dress.
We are constantly told that we need to embrace change and are encouraged to do things differently.
Some changes have benefits and if we make the decision to change then the likelihood of success is much greater. However, if the change is imposed upon us then the rate of success diminishes dramatically.
If the management of change is not an integral component of a business’ strategic plan then growth, or indeed survival may be at risk.
How we manage change is an increasingly important management issue. One definition of change is that it is an alteration of the status quo that requires an organisation (or a person) to respond.
But how do we know that something needs to change?
Organisations change things every day. These changes can be minor — a new form or procedure being introduced — through to a huge change such as restructuring or downsizing.
Change is needed when the office no longer accommodates a growing staff, or is too large due to downsizing or outsourcing of functions; when the procedure or process no longer works well or new legislation is introduced.
Changes have to be made throughout an organisation when management alters the vision and values. Changes occur when efficiencies in payroll processes become available, when fraudulent practices have to be halted or financial reforms implemented.
A merger or a buyout prompts management to change the structure of the new organisation. Adoption of Six Sigma, a major purchase or new equipment is installed: all require changes to procedures and practices.
All of these actions require a change management strategy to be developed and implement...
