Change and transformation at organizations starts with people. There is a panic at many organizations to work differently and quickly but often these organizations are held back. Reading this reminded me of some of the struggles I have had and had to overcome when implementing change at a variety of organizations. The five points that I agree to hold the speed of change back are:
-lack of investment in operating models
-an overinflated sense of delivery excellence
-too much celebration of mediocrity
The reason there is a push to change operating models to be more responsive to customers and provide value is that there is a demand to provide customer value with speed hence why many organizations are introducing agile principles. Often structures and a framework are needed with any large change so there is not disorganization.
Organizations can introduce technology, automate processes and take other steps but the operating model and culture of an organization to embrace change is the largest advantage and value it can gain.
Check out my other post on organization speed here.
Fahim Ekbal Moledina
Fahim Moledina is the Principal Consultant for Opti-Syn Consulting and is a business leader with expertise in project/change management, finance, lean/agile methods, as well as marketing and sales.
If you enjoyed this post please share below:
Many companies are still using software built or purchased from a time when Blockbuster were fining us for late returned videos.
Most of the companies we admire for their innovation , your Amazons, your Netflixes or your Apples have no such legacy ways of working holding them back. They either cleared them out years ago or never had them in the first place.
It’s often difficult to have an ambitious organisational clear out – as standardisation and minimalism isn’t seen as very exciting, or innovative. It can be expensive too, just like renovating an old house, and you can understand why many put it off, or choose not to bother.
Last week I was talking about this with David Anderton the Transformation and ICT Director at Bromford.
It was David who identified the requirement for the Bromford Design Principles as well as the need to have a clear out of…
View original post 641 more words