Managers need courage

1. Clarity and consistency in the transformation

Transformation is a task for senior management and has the highest priority. If the changes that senior managers are expecting from the organization are going to be executed effectively, then clear messages on the need for change and the ultimate purpose of the transition are needed. The other critical element is passion for change: it is this which engenders the ability to reimagine the organization at all levels, as well as for people to change themselves. The goal is for management to “live the future” in the here and now.

2. Humility and respect toward the history and values of the company

Successful transformations actively address the past and reveal how the company’s ability to change has shaped it so far. The most important questions to be considered are: where do we come from? Why is the business like it is? Which patterns can be broken and which cannot? By recognizing current structures and cultural patterns and dealing with them respectfully, management can assess where there is an immediate need for action and where radical changes cannot be initiated overnight.

3. Convergence of strategy and organizational development

An integrated strategy for organizational development identifies current and future demands on structure, culture and management, and monitors change on an ongoing basis. Companies in transition need calibrated momentum, so the speed of the organization’s adjustment is decisive.

4. Targeted planning and implementation

The secret of successful implementation is to maintain planned targets rather than strive for results which push beyond the framework of the current transformation. Companies cannot withstand excessive speed and change over a long period. Too little momentum and the transition will wither; too much and the organization may break down. Therefore it is critical to evaluate transition plans carefully in the planning phase and consider their real-world feasibility.

5. Mix of experienced and young managers

The transformation team will play a key role in the success of the change initiative. The role of this team is to lead its staff with empathy and to communicate stability and security where there is uncertainty. The team therefore needs a good mix of experienced and younger managers who want change: experienced managers should be capable of assessing feasibility, practicability and potential risk, smoothing the way for the new generation. Younger managers see the situation with fresher eyes and are more likely to focus on the opportunities of tomorrow than on the risks of today.

6. Recognition of every staff member’s contribution

Managers need to make sure that staff are able to make individual contributions. That is only possible when staff understand why the transformation is the right way forward, what the common goal is and what each individual can achieve. If these elements are present, management can better control the transformation with all its dependencies, and the chances of success are greatly enhanced.