Tag Archives: organizational change

Five Steps for Driving Agility & Change

organizational agility

The speed of change noted in our previous post has had and will continue to have a profound impact on the business world. We have clearly moved into an era where the extraordinary becomes the expected and subsequently obsolete at an unprecedented rate, thus increasing the demand for much greater organizational agility.

Organizational agility is the ability to identify the developing threats and opportunities to our mission and to quickly align or realign resources to thrive in the new environment. In other words, to make necessary changes / improvements and do so quickly!

Agility requires two components:

  1. The ability to see and understand the external developments and what they will mean for us
  2. The ability to quickly adapt our resources to leverage the emerging opportunities and to avoid the looming threats

Here are 5 specific steps leaders can take to develop and sustain a creative culture of change and organizational agility, based on findings published by New Horizons Learning Centers:

  1. Encourage new ideas. Management must make it clear that they will embrace new ways of doing things. Managers whose default is to turn against new ideas will quickly stop creative thinking and negatively impact the pace of change. This simple habit alone is a critical first step toward developing a culture of creativity and change.
  2. Allow more interaction. An innovative climate thrives when team members are allowed to interact with their own team mates as well as team members from other departments. Better questions are asked, useful information is exchanged, new ideas flow both ways and new views on old challenges are heard for the first time.
  3. Tolerate failure. We have often noted that a culture of CI is one in which people must be given amnesty… a culture in which people are not afraid to fail. This holds true in an agile culture of creativity as well. While new ideas can sometimes prove too costly or might simply turn out to not be feasible, management needs to accept that time and resources will be provided knowing that the idea(s) might or might not come to fruition.
  4. Provide clear objectives and freedom to achieve them. People or teams who are provided with clear goals will be motivated to meet them. The goals provide a purpose for their creativity. Set guidelines with minimal constraints gives managers a degree of control with regards to the cost and time to completion.
  5. Offer recognition. Management must offer tangible rewards that send a clear message that creative behavior is encouraged, supported and recognized in their organization, and that the demands of the marketplace favor an organization that is, in fact, open to ongoing change (CI) and agile enough to make it happen quickly.

Reorganizations Can Work, But…!

In their book Reorg, published by the Harvard Business School Press, authors Stephen Heidari Robinson and Suzanne Heywood write, “A successful reorg can be one of the best ways for companies to unlock latent value, especially in a changing business environment – which is why companies are doing reorgs more often.”

However, they go on to acknowledge that most workplace reorganizations “just don’t work.”

Their findings are consistent with our observations and experience, which indicate barely 20% of reorganization efforts deliver the expected benefits.

But it’s important to recognize that the concept itself may not be at fault, but rather the execution. In fact, too many implementations begin prematurely, thus sealing the fate of those involved.

Here are a few key steps that can help ensure your reorganization effort will be successful:

  1. Start with a comprehensive design that includes the strategic engagement of leaders at all levels, and that takes into consideration the critical processes that create value for customers.
  2. Use flow charts or value-stream mapping to identify critical processes as well as those that are error-prone or that fail to add value so your plan can encompass the redesign of both the processes and the organization.
  3.  Select an Implementation Team with overall responsibility for every step, and begin with an “impact assessment.”
  4. Communication must be open and widespread throughout the process so that people at all levels are aware, on-board, and prepared for the upcoming changes. Be sure to include reasons for the reorganization and appropriate information about the implementation plan in this ongoing communication.
  5. Provide training for people in new or redesigned jobs.
  6. Provide coaching to help people at all levels make the transition.
  7. Follow-up, to ensure that any gaps in the implementation plan are closed.