Change is unavoidable, so organizations must make themselves prepared for managing the ongoing changes and the changes which may arise in future. As the change could be continuous, the process for managing the change is also a continuous process in the organizations. The organizational change can be seen as a journey. To many it’s a journey that never ends. Some tell me that the journey is leaving them breathless. Therefore learn to breathe differently, and anticipate what you are likely to encounter. This idea describes the whole process of change and managing the change. It is clear that change cannot be avoided and the only option to challenge is to manage change with unique and innovative ideas. The process should begin with identifying the destination of the journey. So, a change management process should start with defining the objectives. This process of redefining the objective for managing the change is called as Re-engineering. “Reengineering is characterized by the recognition that the organization of work need not follow function, but rather should follow processes that cross functional lines, and by the frequent need to design the follow of work from scratch, starting over rather than just incrementally changing what exists today.” The companies have to focus on changing the processes rather than changing functions in order to manage the change.
The major change programs must be top-down and vision driven. Usually Senior Management will be the first to come up with an approach of changes in the business processes, but the changing process usually slowdowns as the time passes, if the personnel involved in this reengineering process are not focused. The senior management team must restart the effort by getting agreement on at least three issues: the business case for change (Why we should go through this?), the scope and the scale of change (What processes are we going to reengineer? Or How much of the business must change?), and the governance process for managing the change (Who will be accountable for the design and for the results?). It would be the best to have determined this at the launch of change program. However, managers are typically anxious to move on, and thus wind up fooling themselves in to believing that they have agreement. Or they might have an agreement, but only about an abstract objective. Whatever be the case, the quality of these three issues will decide the effectiveness of change management process being deployed.
The scope can be changing in the process of managing the change. Many companies are looking for big results over short period of time by this process. But this ambition is often tempered with concerns about risk. How much can we change at once? Won’t we be risking the business? This leads to the schizophrenic behavior. Usually, the initial scope is big; a few months into effort, the scope is narrowed because of concerns about risks and manageability. As the program move to implementation, the people running it discover that the narrower scope does not deliver the required business results. So they expand the effort. This can be seen in many organizations, but what’s important is to keep checking to see if the scope of the change effort will produce the business results you require.
A change management program aimed at incremental improvements creates too many fronts on which to fight battles. Sometimes the battles are quiet, and the people don’t know that the process of change in on run; and sometimes in fact, nothing is going on, people are just involved in study and analysis, with no actions being taken. But, if the change program is large, however, and it has the senior management’s commitment, the organization must confront all that is required to manage the change, no hiding, no return to the current state. The results or the lack of results are clearly visible. But in the end the degree of industry change and management ambition will determine the scale of company’s business and organizational change. The change may make us breathless, but we may not have the option of slowing it down.
“A change program can sometimes cause everything to change and the organizations must be prepared for a lot more to change than the business processes and suggest that do not plan to keep change localized.” When business processes changes, required skills and jobs change in an organization. A new organizational structure usually results. The old reward systems will no longer work. The works of managers’ change as people become more self-managed. Many organizational changes today directly attack fragmentation. Companies are recognizing that the supremacy of departments and functions has led to bureaucracy and internally focused management. Therefore, whether the organizations are attacking fragmentation directly or getting there through some process change objective, expect the change to go further than the organizations may have originally planned.
The whole idea is simple; all the processes in a business are interrelated. So a change in one process could impact on the other operational processes. Therefore, the scope of change could be either increased or decreased from the actually planned scope, in the process of managing the change.
In order to manage the change, the management must understand and predict the change in advance so that, necessary actions could be taken to reduce the impact of change on the organization. Therefore, it is very much necessary that the organizations understand and manage the change well in advance. “A firm’s performance is optimized when its aggressiveness and responsiveness match its environment.” The organizations have to identify their level and develop strategies very quickly to respond to the changes. SWOT and PESTLE Analysis can help organizations in identifying the changes in both external and internal environments and could give the organization a clear picture of the impact that changes could have on its operations and activities.

Shiva Sam
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