Skip to main content

Change Is the Only Constant

Everybody talks about "Change" and importance of "Change management" as the only "constant" with dynamics in the global economy changing rapidly. Global competition necessitates that traditional organizations service or product line models incorporate innovation for on-going differentiation.  However little is said about the Change Agent leaders who lead this change. One of our clients (I will not mention the name) is going through a change management process. My observations on this are little effort has been made by the leadership in understanding the business model of how and why the change needs to be done along the lines how to lead by participative trust. Instead the model of "divide and conquer" is assumed making the change management process a painful, chaotic and chasing after the wind affair.

I think the fair questions that a change management leader needs to ask before he embarks on one are:

  1. What are the main dimensions of innovation that can be brought before disrupting a business model holistically?
  2. How do I enable my organization to pursue business model innovation?
  3. How does the role of technology, software and people integrate in supporting my business transformation?
I feel answering those three questions goes in parallel with self introspection within the change leaders and may translate to something like:

  1. How am I contributing to build this organization and how can I involve the existing people so that growth takes place in them as well?
  2. How can I be innovative myself ...what the changes that I personally need to make before I dictate?
  3. How am I using technology, software and people skills to support my transformation in alignment with the business transformation?
 Circling back then on the innovation organization go through different models of business innovation to facilitate change this can be customer-centric, process innovation centric, or supply chain centric. In the past lot of emphasis has been given to customer centric innovation but management specialists have realized the internal stakeholders are also a type of customer who make up the organization and provide the services. If change is not accepted by the them, change management and change initiatives will fail, even if you alienate them or throw them out of the organization.

My suggestions are simple here:

  1. Understand why the change and outlay the metrics for transparent discussion
  2. Be the change first before you dictate change.  
  3. Involve everybody in the road map. This takes time but is very essential. There are proponents who may say we don't have that kind of time...but believe me if this is not done well ...we will be spending lot more time and resources fixing stuff. 
  4. Improve responsiveness and service with love and trust. (Boy this is a hard one!!) 
  5. Optimize pricing, think or creative sources of funding.
  6. Research, monitor and gather feedback, incorporate back the good and refine the process. 
Change is the only constant but how we manage this change will enable our constancy in the marketplace.


Sam Kurien


Popular posts from this blog

IT as a Innovation Partner in Business

Usually in Business organizations and especially in organizations where R&D is a separate department itself a tension persists on keeping the IT department away from any decision when it comes to innovation or process improvement. In short the IT department is generally seen as less of a help and more of a hindrance to innovation efforts. One of the main reasons is traditionally information systems are designed to impose structure on process, achieve pre-defined goals, produce metrics and minimize need for human interaction (in some case over maximize human interaction leading to nothing but "meetings").

While Innovation activities are highly unstructured and emergent, IT cannot be ignored or kept in isolation because IT can help in visualization tools, data mining efforts, uncover hidden relationships between data and create tools of knowledge management/information repository that so desperately is needed cross functionally but especially by the innovators within a org…

Analysis of SAP’s Platform Strategy

The software industry has been through high and lows up with the constant advent of new technological innovations and rapid changes in the global economic landscapes. SAP is the leading enterprise application software giant started by Hasso Plattner. The rise of Enterprise application industries started in early eighty’s with organizations needing one single software program that was capable of serving the multiple needs and functions of various departments. One single enterprise-wide application software means integrating applications that fused together for the smooth exchange and extraction of information. For example when customer services sold a product and got stock updated in the inventory by the warehouse people and the same data could be pulled by the Finance department. Enterprise Application software’s were designed exactly to do the latter mentioned processes seamlessly. SAP started by break away engineer’s Plattner and group build the company on strong engineering fort…

How Dashboards can mislead

Read an interesting article from John Shapiro professor at Northwestern Kellog on how dashboards can mislead executives and I cannot agree more. To be honest, I love visualization of data and have pushed my data architects and report writers to give me snapshots of various measures but how often the rich data didn't mean anything as it did not align with organizational goals. Even more, what information is important to me is not necessarily relevant to other executives in the organization.  Data analytics visualized on dashboards typically describe existing measures on past phenomena, some better ones predict future events and past data and the best one prescribe a course of corrective or strategic actions.

Shapiro talks about three types of traps executives can fall for:

1. The Context Trap:  We equate empirical data to the objective. I have blatantly used the cliche "numbers don't lie." But this belief can be dangerous because we can track wrong measures or metrics…