What exactly are we talking about when
we say “organizational change”? The type
of change I am referring to is major in scope
and impact. Examples are reorganization,
consolidation of divisions, creation of a
new work unit, or implementation of a
significant new work process. The focus
also could include a shift in corporate
culture and behavioral.
So what are the key elements to consider?
Having been a part of the change process,
I view the following as the keys to a
successful change strategy.
• Have a clear justification for making the
change. The need should be supported by a
study that pinpoints a specific problem and
a specific solution that will be addressed by
the change. Such justification could include
major financial loss, poor customer service
performance, or a major growth strategy.
In many cases, an outside consultant
needs to provide this kind of research —
the consultant justifies and plans for the
company’s corrective action.
• Empower a high-level change
management team to lead the effort. This
insight and counsel was invaluable through
our process. Qualities to look for in this
team include organization-wide expertise
and credibility among workgroups. The
team also must be given the resources and
tools that it needs to be effective, and the
time to focus on the process for change.
• Develop a clear message. It is critical
that a clear message is presented to all
stakeholders of the organization, especially
employees. Do not take for granted that the
employees will understand the need for
change at the outset. A clear and compelling
case has to be made before introducing