Blog: Change Enablement

Whole Systems Change

We all know that past success does not guarantee future success. One of the key questions leaders should ask as the organisation tries goes through significant transformation is “Does our current culture support the delivery of our future goals?”. Even when leaders realise that the culture has to change, they don’t know how. In the final article of the series I would like to share what organisations can do to start transforming their culture to the desired state to support the achievement of the organisation’s objectives or “Big Change”.

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Implement Culture and Change Alignment: Design and Build a Culture that Supports Your Vision

In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that "culture is as important as strategy for business success". It further revealed that 81% of executives agreed that "a company without a winning culture was doomed to mediocrity". In a more recent study by Booz and Company in 2013, 96% of the 2200 respondents agreed that "culture change is needed in their organisation" while 51% agreed "that their culture needs a major overhaul".

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Preparing the Foundation for Change

It is not the strongest or the most intelligent who will survive but those who can best manage change.” – Charles Darwin

Globally, the media and print industry is undergoing rapid changes as a result of the digital era; technology has changed the way consumers shop and the way businesses operate. The impact on Singapore’s print and media industry is apparent. Industry output has declined at a compounded annual growth rate of 2.1% from 2006 to 2010 – a drop of 25% over 5 years.

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Building Individual, Leadership and Team Capacity

In my last article, we talked about what Leaders need to do to facilitate successful and sustainable change initiatives to support the implementation of the organisation's overall strategy. Typically change in organisations can be strategic (e.g. new visions, new strategy and goals, new leaders or owners) or operational (e.g. new organisation structure, methods, tools, new products or services).

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Leader Capacity and Stakeholder Commitment to Implement Change

In a survey conducted by the Economist Intelligence Unit in March 2013 of 587 senior executives globally, 88% say executing strategic initiatives successfully will be "essential" or "very important" for their organisations' competitiveness over the next three years. However, 61% acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation. Only 56% say that their strategic initiatives have been successful.

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Communicating Your Change: Actively Engaging Your Stakeholders

To effectively communicate, we must realise that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.” – Tony Robbins, Entrepreneur; Author & Peak Performance Strategist.

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Enabling New Ways of Work

As businesses look to increase productivity whether through automation, technology, upgrading staff competencies or branding, there is also a need to look into new approaches of work. Companies who are at the forefront of enabling employees to work smarter, save time and get things done more effectively, implement a variety of dynamic, collaborative and connected ways of working.

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