Change management does not show up as frequently in business chatter these days. Buzzwords on lean and agile have subsumed the concept of change. Start-ups and new age organisations can leap frog existing structures to set-up new models. However 90% of the world’s business is still conducted by traditional organisations. And most of these organisations are looking to become lean and agile. Agile transformation is first and foremost a change management exercise.
These changes occur at various levels.
The individual may need to re-skill himself. He may need to work off a different set of expectations. Daily patterns of work and interactions will change. The old social order in the organisation will change.
The team undergoes changes. From a collection of individuals, the team becomes a single unit. If we look upon the members in the team as pieces of a unit puzzle, then they all need to groove in correctly. Till that happens, things will look unbalanced and out of place. And when have we ever seen a puzzle fit in by itself? Someone needs to nudge the pieces to fall in place.
The organisation changes. Imagine an organisation as a collection of puzzles, all looking wayward and disjointed. One is not even sure if a piece should fit within puzzle A or puzzle B.
We need to appreciate that change takes time. Often change involves pain and a dip in productivity. Disjointed puzzles fall apart far sooner than right set puzzles. However, commitment, conviction and time will eventually bring all the pieces together.