People don’t resist change. They resist being changed!
– Peter Senge
One of my client organizations when began to work at weighing various possible alternatives to fast-swell their growth objectives, the congenital promoter, obsessively pitched for the idea of acquisition. It took sensible time to convince him not to hasten such moves to avoid a disappointing bearing over the already hard-won achievements. Providentially, after collective deliberations for days together, the entire apex team could recognize that any acquisition at that stage would be suicidal for the financial health of the organization. Rather, enterprise-wide business process reengineering was a much more relevant option to sharpen the blunt edges of the organizational systems at that time.
Any failed transformational initiative often offers an occasion to the people to be contemptuous and cynical about the whole thing. A change program usually takes long time and is not an unobtrusive process. With increasing business complexities, change is getting harder. It is exactly like the folklore of elephant and blind men. We all talk about transformation but very few actually know “What it is and How to do it”. Our distinctive choices can be ‘correct’ from our individual perspectives, but characteristically restricted by our inability to apprehend the totality of the truth. My current blog is about Change management. How an episodic approach towards organizational transformation clouds its purpose. Continue reading