<img height="1" width="1" style="display:none;" alt="" src="https://dc.ads.linkedin.com/collect/?pid=359300&amp;fmt=gif">

For a successful Change Management implementation, first consider changing the way you manage change.

By Sarika Vatner on 22/12/15 10:00 AM


A staggering statistic is that 70% of change programs fail to achieve their goals, this can be greatly attributed to employee resistance and a lack of support by higher management.

Another statistic: Change is 30% more likely to stick when people are invested in the change.

Whilst businesses today are huge advocates for technology to improve their customer facing business, very little consider using technology to promote internal changes, yet applying digital tools to internal changes can make the whole process more meaningful for those experiencing change and those implementing it.

Businesses today are presented with a double edged sword every day, they must deliver rapid results and sustainable growth in an increasingly competitive environment. Business markets today are face based making change inevitable. Managers are forced to make decisions quickly, leaders need to react more readily to opportunities and threats and employees need to be more flexible and collaborative than ever before.

The rate at which we accept, implement and drive change in now critical to an organisations competitive advantage. We see today that many organisations no longer implement the 3 -5 year strategic plans, not because they are disorganised or lazy but because the luxury of time to test and roll out change is no longer available to the same capacity it was 10-20 years ago. New initiatives now need to be implemented in a compressed amount of time. Markets today are competitive and fast paced and companies that cannot adapt in due time, will quickly be left behind.

Digitising change can make a huge difference to the success of the change management. Five areas to start digitising change include:

1 – Personalise the experience

Like when building relationships with customers and potential customers we are told to be strong personal relationships through personalised messaging etc. personalising change internally is about filtering information that is uniquely relevant to the user. Segment information by role and contribute their role to the greater goal. Providing specific and relevant information helps workers to clarify and prioritise their activities, it also increased accountability and aims to reduce delays.

2 – Build a community of change.

Providing an outlet for colleagues to share information related to a task and provide updates on progress is important to building a strong group dynamic and group participation. Tools to allow this type of connectivity are dashboards and online forums

3 – Providing real time feedback.

Just in time feedback is designed to offer the recipient the right information when they can actually use and implement it. This allows them to change behaviours and see the effects of these judgements instantly.

4 – Demonstrate progress

Digital change tools allow the organisation to see changes in real time. This type of depiction of change can create a sense of urgency and

5 – Sidestep Hierarchy

Through digital tools used to connect people directly across the organisation, it allows them to sidestep hierarchal protocols and shorten the time it takes to get tasks done. Digital communication platforms allows employees to connect directly with other parties and employees who may assist on a issue, this assists in getting things done quickly and efficiently.