Being change-fluid is a cultural matter and a strategic imperative

by Ofentse Sefolo
Being change-fluid is a cultural matter and a strategic imperative

In the context of worldwide exponential change, the organisational imperative becomes one of intentionally building the capacity to change and evolve. Survival depends on our ability to adapt – an accepted evolutionary insight long before it had such significance in the business world.

Change from the bottom up within a company is a rarity. This assumption was proven in a recent survey by the London Business School’s Leadership Institute, which showed that 80% of change within any business is driven by senior management. It’s possible that this is largely due to the types of organisations that have been created, instead of pointing fingers to people who are filling the lower echelons of businesses. It is up to senior managers to future proof a business.

“Every morning you have to wake up with a healthy fear that the world is changing, and a conviction that to win, you have to change faster and be more agile than anyone else,” said Indra Nooyi, PepsiCo CEO.

Intelligent leaders, however, aren’t relying on their top tier executives to be change agents. They realise that change can come from anywhere and when everyone has the agency to look at ways to make the business better and create a better future, then spontaneity can flourish.

“Organisations work best when there are hundreds or even thousands of people that are looking every day for ways to make a better tomorrow,” writes Professor Dan Cable of the London Business School.

Being change-fluid has now become a cultural matter rather than a strategic imperative. Strategy alone won’t be able to carry a company through all the external changes that are taking place – leaders need to make sure that the ability to change is part of a company’s DNA.

Tomorrow Today Global lists five questions that you should be asking within your company:
1. Who drives change in our business?
2. How can we get more of our people committed to the purpose of change?
3. What type of things within our company (decision rights, information flow) do we need to alter to make more change possible?
4. Where does resistance to change within our company generally come from?
5. What will happen if we don’t increase our internal ability to change and adapt?

Full thanks and acknowledgement are given to www.tomorrowtodayglobal.com for the information contained in this article.

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