Realising Your Organisation’s Strategy – Amidst a Whirlwind of Expectation
In the midst of the ongoing changes in the business landscape, organisations are often forced to make critical and competitive decisions while trying to implement strategies, many of them simultaneously, without an understanding of the multiple factors that must be addressed in order to make implementation work.
In an increasingly complex and integrated global economy, a significant challenge for the organisation is navigating the various diverse contexts (think structure, culture, work units) within the organisation with each posing a different set of opportunities and challenges.
Realising the organisational strategy and managing the resulting innovation and organisational change is a complex process in which most organisations appear unable to achieve the outcomes they desire – it is generally accepted (prior Covid 19) that as many as 70% of these interventions fail or are only partially successful.
This means that stunning amounts of wasted organisational inputs and efforts, turnover and hence profits – not being realised – costs are committed!!!
Given the breadth of behaviours and practices that need to change to achieve deep and lasting sustainability in an organisation, narrowly focused, short-term efforts will not meet current or future goals and requirements. Understanding behaviour is crucial in determining the extent to which performance goals embedded in strategic change actually are achieved. Yet most organizations are falling short in the race to adapt. The accelerating pace of change coupled with increasing uncertainty and complexity has pushed up this skills gap to what is now a major area of concern.
Bridling the Whirlwind
Behaviour change is rarely one, single event but is a process of identifiable stages through which people pass and neither is organisational change something you can implement, it’s something the organisation has to grow into.
Managing change in today’s organizations is not getting any easier but …. doing it well has become imperative. The arrival of Covid 19 means that for companies to survive and strive in today’s competitive environment, they will need to change quickly and successfully. The fear of change comes from the fact that change challenges the perceptions and beliefs that our life is built upon we are forced to step outside our comfort zone, to evaluate and refine the perceptions and beliefs that our life is built upon.
The way organisations approach change will generally involve a trade – off between the relative importance attached to the change and the belief or confidence in the organisation’s ability to succeed at making the change. To master change organisations and their employees need to know where they are currently, where they need to go next and the strategies for how best to get there.
Core competencies give a company its competitive advantages and enable it to deliver value to its customers. The ability to manage change as a core competence can no longer be considered a “nice to have” but in reality, goes to the very heart of the matter.