Those made redundant , relocated or required to apply for their own
job have long suspected that leaders of organisations are often
guilty of change for change sake. The new chief executive wants to
make their mark and what better way than a reorganisation, a
modernisation, a downsizing, or a merger. This is not to deny that
organisations need to respond to a fast changing world, that they need
to adapt working practises, to be more efficient, to make best use of
technological advances but does this inevitably require a major
change, a transformation which will inevitably distract managers,
demoralise employees and statistically is likely to fail? Is this
really necessary or is it the leadership wanting something big and
dramatic to happen, something they can get excited about, something
that will show that the leadership is leading.
Before organisations use the pandemic, the development of AI or
increased financial pressures to justify yet another reorganisation
they need to examine the motivation of the leadership.
The alternative isn’t to do nothing but to take less dramatic and
less disruptive action.
Home owners at various points in their lives consider whether they
need to move or whether their existing property can be adapted/
expanded to better meet their changed needs. Moving house is
expensive, house hunting can be time consuming and buying and selling
a house is one of the top three most stressful life events. So will a
loft conversion or extension provide the additional bedroom, would a
conservatory provide the desired greater living space, could the
garage be converted into an office. Would it be more cost effective to
knock a wall down and creat an open plan living /dining/ kitchen area
than to move to a more modern and more expensive house? An
organisations should be going through a similar thought process and
not jumping to the most dramatic option simply because that is the one
that excites and energises the leadership.
It’s difficult to argue against the statistics that show the majority
of major change initiatives fail or fail to deliver the anticipated
benefits. The reason most commonly given is the failure to engage
employees and get them fully on board. Rarely does an organisation
concede that the initiative failed to deliver because it was the
wrong solution. Probably because this was the solution that the
leadership came up with.
Blair Mcpherson former Director author and blogger www.blairmcpherson.co.uk