Change and development

‘Imagine if there was a patent formula for how the operation could implement rapid changes – large or small – and that we adapted ourselves so that our timing was always right – that we were always in the right business position and the staff always acted correctly in line with the changed conditions facing the operation.’

Obviously, the world around us is changing constantly, and complexity is increasing. The requirement for a fast response is increasing – in every context. 

Time is the ultimate scarce resource, and all of us, no matter our position, have to juggle to achieve a balance between work and leisure. We live in an age of paradoxes. Either/or is no longer sufficient, it must be both! Companies must think globally but act locally – a typical example is the requirement to have a large customer base without sacrificing excellent customer-tailored service. 

The requirement for speed means that managers and staff must be given a greater degree of freedom, be better informed, take an overall approach and accept greater personal responsibility. 

Everyone must be familiar with the goals, must understand existing strategies and have the ability to act on the basis of them. 

All change processes must be based on participation and transparency. The commitment of managers and staff, and their willingness to implement changes, is in direct proportion to their understanding and acceptance of the change which must be achieved. 

Essential preconditions for a successful change process are to have a resolute, clear and patient company management, and for managers to be the engine of change. It is the managers’ ability to get people and systems to work together which is the decisive factor in creating lasting willingness to change. To achieve genuine results, management must carry everyone in the organisation with them, and ensure total commitment throughout the organisation to practical implementation. 

Read more about our Impact model working method here.