Change management is a rapidly-growing discipline that enables individuals, teams, and organisations to transition to a desired future state. David Ferrabee talks us through the benefits of transformation at an organisational level.
The rapidly shifting renewable energy sector brings with it disruption as well as huge potential opportunities. Those organisations which are agile and able to harness these changes, as a means of competitive advantage, are benefiting greatly, because when change becomes a core competency, a business can out-perform the competition in their ability to adapt to the market.
To be effective, however, organisational change must be able to genuinely transform the business. Rolling out technical solutions on their own is not sufficient. Yet in our relentless search for new techniques to revolutionise the way we do things, and in our haste to manage technological discontinuities, many organisations fail to adequately develop, communicate and execute their vision for the change.
As a consequence the potential transformational benefits of a change programme can be undermined. Currently about 30% of change projects meet their key performance indicators. Little wonder then that change management as we know it, is at best viewed with some scepticism and at worst blamed for poor results.
Despite this, organisational change management has become a permanent feature of the business landscape since the mid 2000s, as an increasing number of organisations see that the ability to manage change is a recognised source of competitive advantage.
With that in mind we can take a closer look at the actual processes involved, and actively pursue those that do effectively bridge the gap between the aspirations of the technical design and the staff who will be required to adopt the change.
