Amajor challenge facing
organizations in the recent
past is the need to manage change in response to the
changing environment. Continued success of the organization depends
upon changing with environment. Change is difficult to define
since each organization faces its own challenges and, hence, has its
own rationale in planning change. Again, each organization
has differing resources, organizational culture, strategies, and
personal dynamics. Varying priorities and goals of leaders also add to
these differences. Notwithstanding all these differences, one point
that runs common across all organizations
is—change—the only permanent thing that organizations have to adapt to
in order to survive and sustain.
For organizations to innovate and change, a number of issues
need careful consideration to ensure that the planned change is
successful and it permeates into the various segments of a given system.
This article outlines some of the issues related to style/culture,
staff, strategy, system, and skill factors of the organization that
need consideration while planning and implementing
analytical dimensions of change. The issues detailed are not normally given
due consideration by organizations. However, for planning
and sustaining change these issues are very crucial. A concerted focus
on these issues can help organizations to successfully implement
change plans.
For change to be successful, organizations need to
clearly envisage and anticipate cultural resistance and develop
appropriate change strategies. Evidence suggests that up to 80% of
organizations' change initiatives fail. Piercy
(2002) suggested that there are at least three dimensions which
need consideration while planning a change initiative for
organizations. |
