Transformation the Organization
SUBJECT:Transformation the Organization
Transformation Planning is the process of developing and implementing a plan by which we can modify a company’s business style, by changing of methods, approaches, and polices to wag the enterprise from an ‘as is’ state to ‘ be state’ , we need the transformation to avoid financing crises as an emergency action to it and also Because times change and organizations promoted, virtually all companies that hope to keep their doors open for a long time need to make organizational change sooner or later successfully.
We need to implement the transformation in a right way to obtain a successful result, and that depends on essential factors ‘will be listed later’ need to be done in order to get the smooth and efficient transformation.
To implement organization business transformation, we will need to Change management which requires attentive planning and a sensibility to determine the direction of change. First, management must decide which part of workers will be directly affected. They must realize that those who manage the change are not the employees. The employees’ responsibility is to try to adapt to change, but it’s management that is yet responsible. Second, communication is fundamental, mostly face-to-face communication.
Professional Strength and limitations, with advice to mitigate risks, and speed up the process
To implement the transformation successfully, we need to know when and how it will be strong; we also need to know where the weakness will get a place to provide the plan of limits moderation.
An organization can become stronger if the change is done carefully. Individuals will have to adjust over time. The advantage has employees with a more excellent ability to adapt. These employees will also need to be trained to work as a team. Communication problems will be compensated because employees will learn to communicate clearly and efficiently.
Any change creates apprehension, mistrust, and dismissal; this should be considered. At first, there could be a mess with confusion. Management must control this confusion from the beginning. The actual figures of employees will be exposed. This is a weakness if employees start discrepancies because not everyone will be happy with the transformation and we could deal with a lot of discouragements. A frustrated worker may unconsciously destroy the project.
Most important thing is reconsidering errors which may happened to have the chance to correct them by guiding employees through this transformation with supportive leadership from the very beginning of this as one of most crucial success keys, taking change to employees, encouraging debate about it, reinforcing it, and prompting people to infuse it with their own personal meaning is also another key to imitate risks, we also need to engage stockholders from the beginning as they are primary beneficiaries of the transformation success, so their full engagement will speed up all necessary procedures.
Lessons learned and how we can add the experiences to have successful information system
Through all case studies we read, I will focus on what I learned to get a successful transformation by effective leadership to manage the changes associated with both people and processes.
We need to follow all effective leadership requirements as crucial factors to successfully adopt change, and those will be as follow:
All key stakeholders need to be involved in getting what problems are facing the organization and in finding solutions. A dedicated top management team should be team up exclusively for the initiative. HR managers should involve in structuring new competencies. Ideally, leaders should report the direction of a particular effort and work with their teams to locate how best to get there. This also authorizes line managers and team leaders to possess the change with their teams. Afterward, positive behavior will need to be support and the adoption of amendment observed. Communication skills in both directions are decisive. Leaders may have to have loud conversations about emotionally charged subjects. They have to know they are part of the system they are trying to alternate. Too often, they think they are just there to approve the program, write the check, and review the results. Actually, they have to realize the change, decide to move the organization in the direction of the change and pay attention to the difference every day until it becomes the culture.
As a conclusion of all above we learned that stakeholders should be involved at all stages, also we need vision clarity to analyze future state, integrated planning by technology people, effect analysis with performance measure, leader fusion through motivation, and communication all are needed to get the successful transformation.
Management Strategy and Employees Training
Change management concept means different things to variable people, like a concerted model in which supposed that leadership is the primary source of organizational change and the focus here on this one on which they think leaders start changes depending on expecting chances, in another hand those who argue in new things all the time.
The standard strategy needs to have three fundamentals to get in success cycle which are:
How Staff would continue work during Transition
- A business Preparation stage, focusing on sponsership and communications;
- Deployment, which has employees training as a priority to focus on with performance support which organized to expect errors and has the ability to reconsider them to avoid in future work ; and
- Ownership stage which includes management activities performance as a sustainable stage of transformation.
To insure the continuously work through transition we need to achieve a balance among people, process, and technology involved in the transformation. “This may also mean that sometimes we need to press the pause button while engaging the top management once in a while, for efficiently bridging gaps between the IT and business teams.
Employees need to rethink and reshape the business while continuing daily operations mainly.
Area of Resistance and Mitigation
First resistance could be faced the lake of awareness about the change and why we may need this change, or how they ‘employees’ will be effected by it or lake of clarity about new roles and responsibilities, as well as untimely communications about requested milestones which lead stakeholders to be confused and this could be mitigated by consolidated planning and teams, and awareness communication.
Second resistance could be faced the comfort of the current circumstances and the apprehension of unknown future of change because mature workforce head to be stick to the current way of business which could be mitigated by leadership vision clarity and accountability.
Organization history and culture as performance with new changes affect the employees understanding of the current one, and this could be mitigated by substantial impact assessments.
Also, there is that fear of job loss by seeing the change as job security threat which could be mitigated by training and awareness communication.
Objections to the new technologies, requirements, and operations requested by the new change is resistance as well because employees don’t feel this as a problem solution and this would be mitigated by stakeholders involving .
Challenges and personal limits mitigation
We can’t deliver results just by installing the system without proper business, the primary challenge I got was the resistance of employees to the new system with a lot of questions about why should be this system better than the old one and how we can just know this and go for it, as a leader I can’t get employees engagement unless getting them to understand the common goal, help them to be accepted it and identify what they supposed to do and can do to support the achievement. We need steady communication in all ways to get the absolute admittance and to move on real motivation, a detailed plan with clearness and balancing for both short-term and long-term aims was prepared to get start with full commitment to it, I also focused on achieving a balance among the process, employees, and technology involved in the transformation by tap on pause button every while and have top management dealing as to reduce gap between IT and business teams. The other most important thing we need to mitigate personal limitation has comprehensive training programs, it is a mix of e-learning training programs and physical sessions which aid employees to get through apparently and have a full idea of what they are doing, and this will make them satisfy of their work and fully involved in it.
I believe that leaders have to accept that errors and glitches may happen through transformation journey and they should not point fingers when they occured, we need to reconsider the mistakes not neglecting them or try to pretend that nothing wrong, because by revising and finding solutions without pointing fingers, we will take all employees on our side and that will lead to extra mile ahead in support rather than expecting quick gains from the beginning which may lead to unexpected fail, while a connection at the emotional level helps the team to find courage and will change it from culture of fear to the one of planning and action.
Basu, K. K. (2015). The Leader’s Role in Managing Change: Five Cases of Technology-Enabled Business Transformation. Global Business & Organizational Excellence, 34(3), 28-42. doi:10.1002/joe.21602.
Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D., & Havelka, D. (2016). Too Much of a Good Thing: User Leadership at TPAC. Information Systems Education Journal, 14(2), 34-42.