Your organization has a shadow – whether you want it or not. That shadow is always there; it is part of a natural process. However, the shadow is most likely to interfere with your ambitions and strategies during phases of organizational change, and often in unexpected ways.
Immensely successful companies are constantly embracing innovation, testing new boundaries and experimenting with new product development. Large enterprises, such as GE, have built and acquired dozens of new divisions spanning multiple industries.
Organizational leaders wish they could obtain transformational change without having to change the culture. That’s because changing the culture is so much more difficult and time consuming. They would love to get the benefits of change by keeping the status quo, but, that’s not how it works.
Many established companies struggle immensely with the concept of becoming more agile. On the one hand, they wish to react quickly to unforeseen circumstances by creating innovative opportunities. On the other hand, they fear that their size, level of establishment and need for structure might get in the way – or simply – that chaos will break loose if they even try.
In an increasingly volatile work environment, businesses are more predisposed to change than ever. Not only has the necessity for change increased, but there is also a new understanding of the nature of what needs to be changed.
If there is one thing I know after recruiting for over two decades in the private sector and defense industry, it’s that military service members make great hires. Unfortunately, this talent pool is largely overlooked due to a lack of understanding of military culture and its ultimate purpose. To win!
Topics: Change Leadership
When launching a new product, seeing a change process through, or simply trying to achieve a new goal, where the rubber hits the road is whether you can inspire new behavior in yourself and others – or not.
When we read about organizational change, it is oftentimes discussed as if change was that one thing that is easy to define, and – given the right people and methods – reasonably easy to master.
A study released by Kienbaum in 2012 shows that change management initiatives in organizations are not as successful as one would hope for.