They took it upon themselves to establish guiding principles to help make work and life easier for themselves and their colleagues, collaborating with business and HR leaders to evolve their efforts into a company-wide pledge. When time is of the essence, these teams can help tackle challenges and opportunities as they see them, including those that aren’t visible to leadership but are critical to supporting the change agenda.įor example, one such group emerged at IBM as employees transitioned to working from home earlier this year. Encourage self-organizing teams to supplement your efforts. To eliminate friction and delays, the group of internal and external experts will also need to quickly align on guiding principles and open a physical or virtual “war room” to drive collaboration. Your group of experts should include a change management advisor. Having these individuals at the ready will reduce your response time and lend credibility to the plans that are created. CEOs can accelerate the change process by empowering a group of trusted experts deeper in the organization who can be redeployed full-time against the challenge at hand.Ĭompanies should also look to build an external network of advisors who can quickly be tapped to weigh in on business threats where in-house expertise doesn’t exist. In times of crisis, senior leaders are almost always preoccupied with crisis management. Empower the people who are best positioned to drive change from the beginning. Companies without a clear vision will spend too much time fielding stakeholder inquiries instead of tending to the necessary changes. But it will make clear where you stand, put an end to any speculation and buy you time (though not much) to develop a plan. Moving quickly will mean that not everyone will be able to weigh in, and your change vision won’t be perfect. While details are preferable in these types of statements, companies should be confident they can deliver on any stated commitments in the change vision. Depending on the change you are pursuing, you may be able to skip straight to declaring a change vision that outlines a compelling vision of your future state, including the principles and values that will guide your response and provides specific actions you’ll take. The first step in well-known change management models is often to “create a sense of urgency.” It’s safe to say that 2020 did that for us. ![]() ![]() When facing crisis-driven change, consider these modifications to accelerate and streamline your process: Declare your change vision. In the article that follows, I borrow principles from agile software development processes and draw on Korn Ferry’s experience helping clients navigate change in recent months to reinvent the change management playbook. As organizations fundamentally rethink their product and service portfolios, reinvent their supply chains, pursue large-scale organizational restructuring, determine on the fly how to operate in a virtual world and rebuild to correct systemic racism from the ground up, the type of change management required in this moment is quick, agile, and (in many cases) virtual. In the midst of a Covid-induced recession, and with some industries on the brink of extinction, change isn’t about fine-tuning - it’s existential.īut traditional change management - often characterized by heavy process, lengthy timelines, and clunky rollouts - won’t cut it right now. Initiatives are being launched by the dozen, adoption can’t happen fast enough, and the stakes are higher than ever. The business world has arguably seen more disruption in the last nine months than in the last nine years, bringing new and urgent demand for change.
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