A lot of organizations initiate change programs and action plans that vanish after a while but have had, it’s hoped, some impact on performance, even though one cannot be sure. The first challenge when initiating change is to make sure that every employee understands that this business system is not an action plan; it’s a faith that is about what should characterize a really good company, and there are no option to this faith. It is important to put a lot of effort into making everybody understand this (Ahlberg & Nauclér, 2007).
Long-term structural change has four characteristics: scale which is the change that affects all or most of the organization, magnitude which entails significant alterations of the status quo, duration or the length of time it lasts, and strategic importance. Yet companies will garner the rewards only when change takes place at the level of the individual worker. There is no single methodology fits every company, but there is a set of practices, tools, and techniques that can be tailored to a variety of situations. Using a systematic, comprehensive framework, allows executives to understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process (Jones, Aguirre & Calderone, 2004).
An official approach for managing change that starts with the leadership team and then engages key stakeholders and leaders should be developed near the beginning, and modified frequently as change moves through the organization. Since change is intrinsically unsettling for people at all levels, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must accept the new approaches first, both to challenge and to inspire the rest of the company (Jones, Aguirre & Calderone, 2004).
As change programs progress from defining the strategy and setting targets to design and execution, they affect different levels of the organization. Change efforts must comprise plans for identifying leaders all through the company and pushing accountability for design and execution down, so that change flows through the organization. Individuals are intrinsically rational and will question to what degree change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change take place. They will look to the leadership for answers. The expression of a formal case for change and the creation of a written vision statement are priceless opportunities to generate or induce leadership-team association (Jones, Aguirre & Calderone, 2004).
Leaders of large change efforts must over perform throughout the transformation and be the supporters who generate a critical mass among the work force in favor of change. This necessitates more than mere buy-in or passive agreement that the direction of change is adequate. It demands ownership by leaders willing to...