Changes made to enhance the quality of the end result are spot-on. Nevertheless, do watch out for any modifications you might be making to appease the stakeholders since these will weaken the overall change process.
Holler if this scenario sounds familiar! You are the HR Manager of theorganisation; growth is becoming the biggest challenge, it is tough to understand the market and visualise what it takes to move the needle. The business teams have explored a few things, but after a mini jump, the sales trends fall back to a familiar and unexciting line. The investors are waiting and the pressure is mounting. Extensive brainstorming and market research is pursued, and ah-ha, you finally witness a significant breakthrough! Everyone involved in the decision making is convinced, and, you go all guns blazing to make this change transpire fast.
Institutional changes in terms of technology, processes and systems are required to bring this paradigm shift. The Management acknowledges that the entire organisation needs to alter the way things are done for such a change to be successful, so no one is leaving any stone unturned. The CEO has held management meetings to percolate the strategy, the plan, and the way forward. To gain commitment, HR ensured that all the line managers underwent training and also conducted brown bag sessions for employees to understand the plan and alleviate any doubts. You have put posters and slogans throughout the office to build enthusiasm and excitement.
Success was eagerly anticipated … but it did not materialize! Barring a few pockets of change and excited discussions in meetings, business on the ground went on as usual. Slowly, the discussions too abated. Murmurs behind the back were galore - "This was bound to happen. If this was such a great plan, how is it that not even a single team implemented it in entirety? This is not what is required to succeed. What's so wrong with the way things are right now? Something needs to change but not this way!" Who would bell the cat on why the change did not succeed?
This story is from the June 208 edition of Human Capital.
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This story is from the June 208 edition of Human Capital.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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