The Value of Change Management.
We live in a business world that is increasingly competitive, complex and fast-paced. To be successful, organisations must strive to be innovative and efficient. This means having a workforce that is flexible, mobile and able to collaborate. Companies must attract and retain talent. Agility – anticipating and addressing force affecting business – is key.
The importance of innovation cannot be underestimated. Successful companies know that in order to thrive they must continually reshape their business and keep performing as the company grows. Products, services and interactions with customers and clients are all ripe for transformation and improvement
Technology is frequently at the heart of business evolution. Organisations move to Google Apps to help them in their quest for innovation and agility. If change is managed well, making the transition to Google Apps can bring myriad benefits for an organisation. Switching the technology platform that a company uses is a clear signal to employees that the organisation is forward thinking, and looking to transform and modernise. But change is often challenging. The importance of a well-managed transition is paramount. In short, the more organisations invest in structuring change management, the better the results.
Some organisations expect that they can achieve benefits without properly investing in the process of change management or effectively guiding their employees through the journey. But change is not simply about, in this case, introducing new technology and then standing back – it is also about changing people’s behaviour.
Change management is still seen by many people in organisations as “fluffy” or optional. But we know that when organisations cut corners, things go awry.
For this research report, we surveyed 300 respondents across 11 countries in senior leadership roles, evenly split among five sectors and by company size. Leaders were asked to define their company culture when it came to change – “embracive”, “co-operative”, “reluctant” or “resistant” – and they were also asked to determine how effective they thought their recent change management programmes had been – “excellent and sophisticated”, “adequate but simple”, or “poor or none”.
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