Meet the biggest challenges of business change management
- Sep 17, 2019
With the market becoming increasingly competitive and dynamic, companies simply have no other choice: they must constantly seek innovations, transforming various aspects related to their performance. The detail is that these changes must be made from a good planning, having a clear purpose. Only then can the business remain solid even in times of turbulence.
How about understanding better how change management, complementary to corporate management and corporate governance, is fundamental to ensure positive transformations? Ready to take that step forward? So keep reading!
Understand the company today
Business changes are complex situations. We are talking about changes in processes, practices, techniques, structure and even organizational culture. So to try to predict the impacts that these changes can have on the whole business, it is essential to be meticulous.
Change management therefore begins with a thorough diagnosis of the company's current situation. It is necessary to map productive processes, business practices and technological infrastructure, in addition to adequately dimension human resources. Once this is done, managers can see what areas really demand change and what the impacts are on a day-to-day basis.
It is also important to look at how the market context walks, even evaluating the steps that competitors and direct partners have taken toward improvements. By combining internal and external expertise, the company is more secure in pursuit of deep changes that exceed the expectations of both employees and customers.
Set clear goals
With business diagnosis ready, the time has come to outline the goals the company intends to achieve by promoting a major organizational change. If you want to shorten the production time of the industry, for example, you can change the equipment, invest in the qualification of the professionals or implement new productive processes.
As the end is one, but the tactics can vary greatly, it is crucial to stop to evaluate all options. With the alternatives in mind, answer: which one offers the most cost-effective, which will be more easily absorbed by employees and which is actually capable of generating positive results for a long time?
Remember that any change, even one that appears to be punctual, causes chain impacts, changing the performance of several professionals at once. New equipment, for example, requires time to dedicate to training or even structural changes in the work environment.
Choose the ideal moment
But what is the right time to promote change in the company? For this is a decision that involves quite complex aspects. At a time of crisis, for example, caution should be even greater, as it demands investment and implies risk. In any case, in crisis or not, it is more than possible to choose the ideal time to change the structures of a business. To do this, just follow a few steps.
First of all, assess the need and urgency of promoting change. If you notice that certain practices or processes have recurred negatively, there is a clear signal that if changes are not implemented quickly, the overall medium- and long-term impacts will only have negative effects.
As we mentioned in the previous topic, it is also necessary to follow the steps of the market. After all, while some areas require more agile innovations (as in the case of companies that work with digital technology), other sectors, often because of the complexity involved, already allow longer transitions (as in the case of mining companies).
Taking these points into account, managers will certainly be able to identify a need or even an opportunity to create a strategic differential, defining where that or that change should be implemented, what its maturation period will be, and how soon the results should begin to appear.
Focus on trainings
We can tell you that the most sensitive part of any business change often involves the company's staff. And this is especially true when decisions are made from top to bottom, defined by managers and should be adhered to by all.
In practice, mainly because there is still that corporate mentality of not moving in the team that is winning, any change generates a certain insecurity. The problem is that the reality of today requires constant innovation even when the company seems to be safe in relation to the competition.
It is therefore essential to convince the collaborator that the change will be beneficial to all involved. For this purpose, you can hold meetings to display reliable information on earnings prospects, as well as promote training for all those who will be directly or indirectly impacted by business transformation.
It is worth mentioning that at this time, the role of the leader is absolutely fundamental. It should serve as an example of engagement, being always willing to share knowledge and clarify doubts of its people. With this posture, the whole process becomes more organic.
Follow the results
In the second topic of this post, we show how goal setting is a very important step for good change management, right? But did you know that you have to control the results even as the transformations are being implemented? Only then is it possible to assess whether the chosen path will actually lead the company to its destination.
To do so, it is necessary to establish control indexes and metrics for each aspect, from the speed of implementing the change, to the ability of the employees to absorb new practices until the actual results are presented.
If any of these indices recurrently shows poor results, understand: it is time to return to the original plan, making the correct course corrections. This deviation also requires the readjustment of processes and practices, which demands a new round of training and sharing of information.
Anticipate the next changes
Finally, it should be remembered that change management should not be limited to solving specific problems, but should be abandoned. In fact, this process has to be cyclical, with the strategic pursuit of innovation remaining constant. That is why it is so important to establish long-term corporate change planning, linking successive changes in pursuit of excellence.
This does not mean, however, that the business needs to discard all its processes and adopt new practices every 6 months. After all, it is also necessary to allow time to fully absorb the company's new posture and enable the evaluation of the overall results.
For these and others, the cycle of change must respect an internal logic that has in each innovation the opening of a clear possibility for future improvements - even if nothing is done immediately. So it is a fact: change alone is not necessarily the way. In fact, you must have a strategic plan to make each change expand the horizons of the business.