The need has never been greater for organisations to be adept at managing change. Whether driven by innovations in technology or global disruption, the unpredictable nature of change means organisations need to be "change-able", where managing successive change is no big deal.
Change as part of the organisation's DNA
Up until now, most change efforts have focused on the change itself and, with relief, project leaders have managed to deliver change despite the organisation. That's not good enough to deliver change in the current cyber-driven era. We need to mature our thinking about the role of the organisation in delivering change.
A change-able organisation is one where leaders have been intentional about wanting to create a change mindset, culture and change expertise that is part of the DNA of the organisation. It's one where you move from change being the remit of a few, to putting the capability into the hands of many. This is no small achievement as it is as much about taking down past practices and barriers, as it is about creating new ways of thinking and behaviours.
What we need to remember is that if we want to create a change-able organisation, we need to develop change-able people. The expectations and standards placed on leaders, through to the expertise developed in employees and the permissions we give them, are what create agile, adaptable organisations.