About the AuthorMore Content by Katy Roberts
In a recent broadcast, Independent Consultant Tim Seabourne shared his insight on Change Management, SWP and how organisations can become champions for change as they prepare for the Future of Work.
Here are 6 things we learnt:
1. There's a wide range of technology that now enables people to take control of their own learning:
Traditionally, most people within organisations used to get their learning and development from classroom courses with a standard curriculum. The biggest change has been driven by the technology that is now available to us. People can now manage their own development a lot more than before through online courses and e-learning. Their management may also then point them in a certain direction and make use of a coach which have become a lot more popular in recent years. There is a definite desire by individuals to drive their own future, development and career paths.
2. Change Management has become more popular in recent years.
Traditionally, where a change project required attention, organisations would put together a spreadsheet and add a project managemer to the role. In today’s world, Change Management has become a lot more all-encompassing. If you look at the focus on the impact of the individuals in Change – that’s something that may not have been as prevalent in previous years. Change has become more encompassing, focussing more on the people, the processes, the culture – the whole of the organisation.
3. Organisations are embracing an all-encompassing Change program to shape up for the Future of Work.
There’s no point putting in a change initiative when an organisation is not ready for it, or not structured for it. Today’s Change initiatives involve looking at whether the culture is right and whether the people are ready for it. Sometimes, even the building itself needs to be changed - to get the result you would like. And usually, all of this needs to happen before any type of change is implemented and communicated. If you introduce Change into an organisation, and it doesn’t make the cultural fit – you’re going to be struggling from the start.
4. Change is a cultural adoption – it’s not just a To-Do list
Change is about taking people along with you on the journey. Organisations have to be honest with themselves about the impact of that Change on their teams. Some people will be affected positively, and some negatively – and some may just remain neutral to the entire initiative. Some of the people who are impacted negatively may be key talent within the organisation, and if you don’t bring them along with you – they could pose a real risk to the organisation by leaving. Your team needs to be on-board with the Change you propose – they don’t need to agree with it, but they need to be on-board with it.
5. Pre-planning is critical to Change Management
Change initiatives do fail. But pre-planning is critical to setting you up for your best chance at success. It may be that you need to align all of your management layers so that they’re all involved and agree with what you intend to do. There may be a layer of management that you think agrees with your intentions, but in reality – they don’t, and thus form the weakest link in seeing Change success.
6. There are many similarities to Change Management across Industry.
There is a lot more that is similar than different, when it comes to implementing Change. However, each industry does bring their own specific hurdles to overcome. One industry may be more open to change than another – but the fundamental basics remain the same. There’s a great appetite for Change in the public sector. They’re looking to do something differently and are keen to learn from experts in the private sector. The public sector may not experience as much change as the private sector, which sets them up to being naturally curious about doing things differently.
To watch the full broadcast, click here.
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