Change is largely viewed as transition, i.e. a journey from one point to another. Largely organisation energies and efforts then go into creating buy-in's and managing fears and resistances. This view of approaching change is time consuming as it invariably is a conflict between the old and the new.
How can senior managements redefine change such that it is no longer a conflict but an enhancement to all lives involved?
What is a collaborative mechanism that will ensure speed, and a win-win outcome for all opposing forces?
Change in reality is not about something new, but about ending the old. People don't struggle with embracing the new. They usually struggle with letting go off the old. Organisations spend too much time and energy convincing their systems about the need for the new, whereas the real challenge is in empowering people to let go off the past. The tools that overcome this paradox in our research and experience are reliable leadership practices, dynamic capability development, collaborative integrative negotiations, and preparation of integrative strategic maps.
This needs to be experienced more than understood. Understanding this may not create change but experiencing it does.
Bharat Goenka, MD, Tally
Partnered in post acquisition integrations to unlock collaborative leadership value.
Change journey from a traditional ad agency to multiple portfolio organisation.
Driving change in their distributors to embrace Win-Win practices rathe than competitive tactics.
Empowering leaders will tools to create and drive performance breakthroughs in the company.
Laying foundation for breakthrough purpose and vision to create fresh energy in the organisation.
VARIOUS FAMILY OWNED BUSINESSES
Transitioning from family managed to professional structures.