First Principles

Category: Managing Change

I have a propensity for transforming organisations. If I have learned anything over the years, it is that deep, permanent change happens slowly — one day at a time.

Speed is important in business today, but too often urgency is an excuse to gloss over the deep change that is required to transform culture and processes. Culture is the framework that shapes the direction and the output of a team. Processes are the machinery of an organisation in action. Although a new org chart can be implemented rather quickly, it takes a strong vision, determination, and a lot of patience to successfully implement change in these deeper layers.

Through the countless organisations that I have helped grow and evolve, the approach has always been the same. First, determine the strengths, capabilities, along with the problems of the existing organisation. In addition to acquiring a general sense of the underlying processes be sure to understand and respect the culture.

Second, create a vision for the new organisation. Create this vision as a place, just over the horizon, that can be reached by building on the strengths of the team while stretching and growing them into some new and unexplored areas. By building on the familiar, the team will journey with you to this new place.

Then, plod ahead, deliberately, one day at a time. Don’t expect the whole organisation to change overnight, but do expect that people will orient themselves towards the new vision. Encourage them, prod them, inspire them. Every once in a while stop, look over your shoulder, and marvel at how far you have come.

The Tortoise and the Hare is one of my favourite fairy tales. This is how I drive change. Slow and steady wins the race.

Categories: Managing Change  
Posted by Heather @ 06:28 pm — 295 words

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