High levels of competition, economic internationalization and the emergence of new technologies are just three of the many factors that have pushed change in organizations and renewal processes, which are based on permanent innovation, are now a business constant.
The life of corporations is a sea of changes in which sometimes there are great tides and other times there are calm, but there are always waves. Every day, companies face new challenges, whether it is a consolidated organization or a small company that is just starting out, new issues are always presented that affect their behavior and performance.
In these times of rapid change, new challenges seriously threaten the survival of organizations, new external competitors, mobilization of capital, difficulty in retaining human talent and changing technologies are elements that force the people who take the reins of firms to be prepared for change and not only to that but to have the ability to motivate your people to achieve continuous renewal.
The management of change does not consist of implementing new management models that in the end turn out to be only fleeting theories, rather it consists of taking advantage of changes in the business environment for the good of the firm, therefore, companies must not only be flexible but that those who handle them must develop an acute perception to anticipate changes and thus always be at the forefront. Richard Pascale recommends placing an emphasis on asking questions rather than seeking answers, in order to obtain continuous and successful renewal processes, Pascale suggests that companies must become "engines of inquiry" if they want to take advantage of the changes and conflicts that come with it. they.
Between 50 and 75 percent of organizational change programs, implemented by large companies, fail
Wherever the director of any company looks what he will find is change, if he directs his gaze to any industrial sector he will be able to realize that successful firms are those that not only could adapt to it but also those that have developed their skills to anticipate it and produce it, in short: innovation is everywhere and the firm that is not renewed will hardly be able to survive.
This view of the environment can generate fear, it is logical, but beyond fear, managers have to generate within their companies the ability to produce change and this generally means the introduction of new procedures, people or ways of working that directly affect those around the organization: shareholders, employees, suppliers, customers… Thus, the manager has two options, to fear changes and stay put or face them, overcome them, understand them and move even faster. The first option may be viable if the company is in a closed economy, has abundant resources, and its market is geographically isolated. The second option is the most successful and the only one currently valid because we already know that the factors mentioned in the first option are not present today.
The key to successful change management is to understand what can happen to each of the actors that are involved with the company, what will happen to customers? How will suppliers behave? Will employees be willing to change Or will they resist? How will my competitors move? Will the shareholders be willing to maintain their investment? How will each of these reactions be anticipated and managed?… For this reason, Pascale's recommendation is important, asking questions it is more effective than searching for answers.
Change is just another fact of business life. Richard Pascale
Change management implies change. Beyond new people or new processes, a change must be "installed" in the mentality of the organization and its managers. The change must be accompanied by new and more effective forms of employee participation, from the base to the manager's chair there must be the possibility of feedback and not only from teeth to outside but it must be an applicable reality. Drucker, in "Management Challenges for the 21st Century," presents a successful case of change management at Motorola, where defective units were reduced from 750 per million to just 22 per million through employee participation.
To successfully manage change, it is necessary to induce a greater participation of the people, in the end it is they who can make the change happen and although resistance can be presented, and in fact it almost always occurs, it can be used for good if it is possible to understand why it is presented.
The change manager must be a leader, have a broad vision, fluid communication and above all the ability to inspire his people, because he must understand that although he is the manager, he does not have all the solutions with him and it is the people around him who can do the change.
In most cases, when change processes are initiated, the staff is not consulted, they are not even informed of what they are looking for and what were the motivations for undertaking it, if this is so, why be surprised when it occurs the resistance? It would not be easier if the why, when and how were adequately and sufficiently informed and people were invited to formulate their views on the matter. Thus, not only can resistance be reduced to a certain degree, but participation is encouraged. Without resistance, there is a danger that a bad program will be implemented and generate great losses, resistance generates criticism and it is possible that through them corrections to aspects that had inconsistencies are found, so do not be afraid of it, rather there is to see it as an ally of change.
Change is a capacity that companies must develop if they want to remain competitive, it is more than a necessity in a specific moment of time
Finally, it must be said that the change itself is not inherently good, only through the evaluation of its consequences, after a certain period of time, it can be said if it was good or not, but there is one certain thing and that is to stay Staying still is not good either, movement is necessary, innovation is a basic requirement to compete and try to create big waves or small waves, the fundamental thing is not to anchor in a point and see how the other boats pass and pass by the side until they get lost on the horizon.
Bibliography:
- Richard Tanner Pascale, "Managing on the Edge: How the Smartest Companies Use Conflict to Stay Ahead" Touchstone Books, 1991 Dianne Waddell and Amrik S. Sohal, "Resistance: a constructive tool for change management" In: Management Decision, Vol. 36, No. 8.
