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K. Nawawinata, Indonesia
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Change Ability is a Core Competence
The capacity or ability of an organization to change quickly and successfully (skillfully combining various change approaches) can be viewed as a core competence, which can be continually upgraded and developed in advance of competitors.
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Alicia, Perú
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Change Ability, a Core Competence Indeed, adaptation to change is one of the most important skills, especially now that technology and information have become key assets.
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Prakash Rao, India
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Change ability as a core competence Change is the only thing which is permanent. To be able to change is a must for any organization or for any individual. Ability to change is indeed a core competency. Else like dinosaurs you will be extinct.
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Guy-Patrick GOMEZ
Manager, Cote Divoire (Ivory Coast)
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Sustainable Competitive Edge Combining Learning Organizations with good change approaches may lead to a sustainable competitive edge, in so far as the learning and changing processes focus both on people development. HR is the only investment with unlimited ROI.
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Frans Tiel, Netherlands
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Change Ability as a Core Competence Real change can only be realised if all individual people take part in it. To enable an organisation to change, individuals need to act flexible. They need to let go their personal interests ans feel the only interest is the ogrganisation's continuity. To help individuals in this process, an organisation needs to offer the right perspectives for their personel. Not on an incidental basis, but as a continuous capability. This can be achieved bij continuously and broadly developing all personnel. Only MD programs will not be sufficient.
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Dr. Ken Sylvester, USA
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Change Efforts stall I have been in business for 35 years. The only successful change that I have participated occurred when the "financial bottom line" threatened the failure of the organization - or, has occurred in small incremental steps over a long period of time. Other than these two scenarios, change has been considered interesting but not necessary - therefore, it stalls, fails, or has less than expected success during the implementation phase. Most of what I have read is abstract theory, not useful as regards what actually happens.
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Nako Stefanov
Business Consultant, Bulgaria
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Change Ability as a Core Competence The ability of an organization to change quickly today in times of turbulence is not a kind of competence, which is possible to evaluate always in positive way. Why so? Because there are two types of changes. The first type is so called reactive change, which means that as a reaction to some happenings we are acting. The management of this first type of changes I am calling management of aftermaths, because this is acting in reactive way.
The best way of acting is of course to act, based on proactive approach. This means not to wait something to happen, but on the base of monitoring, analyzing, evaluating and forecasting always to go ahead, to be in advance. This I am calling management of improvements. This must be matter of core competence in the organization.
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Jan Kamphuis, Netherlands
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Change ability as a Core Competence I see a strong and direct relation between implementing strategy and change ability. Implementing strategy is the foremost important factor for success, therefore change ability as a Core Competence (of a company, as an important part of a companys DNA) is.
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Dan Corbett
Management Consultant, Canada
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Change by Appreciative Inquiry In my career, I have been involved in different approaches to implementing change. I am now a believer in Appreciative Inquiry as a powerful change process.
The fundamental premise of Appreciative Inquiry is that human systems move in the direction of what is being focused on either operationally or strategically. If the focus is "problem solving" then that is the direction the organization takes. If it is infinite possibilities, then that becomes the focus.
Another premise is strengths based change - by focusing on the positive core of the organization and building on that positive core the strengths begin to take hold of the organization such that weaknesses become diminished.
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Jaap de Jonge
Editor, Netherlands
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Gauging the Change Ability (Competence) of a Company The capacity/ability to change can definitely be considered an important competence for most companies in today's rapidly evolving and extremely competitive business landscape. Many top executives are wondering about questions like: how should we change, how much should we change, how fast can we do it, how sustainable is the organization after the change?
To develop this ability as a CORE competence you have to be better at it than your competition and remain so. Not easy, but definitely possible.
In any case, the capacity of a company or corporation for change is important. But how do you determine/measure your current change capacity/ability?
Interestingly, Bain consultants Michels and Murphy described 3 main areas/categories and 9 traits/abilities you can look at to gauge (and then improve/boost) your organization's change power:
LEADING CHANGE
1. Purpose - Creates a sense of belonging; guides decisions and inspires actions.
2. Direction - Translates your purpose into a plan; clarifies where you are going and how to get there.
3. Connection - Taps into the social side of change; creates networks of influencers and fans.
ACCELERATING CHANGE
4. Capacity - Defines the limits of change; allows you to absorb more change.
5. Choreography - Helps you to be more dynamic; adjusts change priorities and sequences moves.
6. Scaling - Creates a virtuous cycle; spreads innovation and amplifies impact.
ORGANIZING CHANGE
7. Development - Prepares you for growth; builds learning and change capability.
8. Action - Builds momentum; fosters that can do mindset and a bias for change.
9. Flexibility - Helps you stay in front of change; redefines how you work and what work is.
Source: Michels D. and Murphy K., "How Good is Your Company at Change?", HBR Jul-Aug 2021, pp. 62-71.
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Anonymous
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Examples of Companies with Exceptional Change Ability Which large company do you think has such extremely good change ability at the corporate level? Why?
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Norman Dragt
Netherlands
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Change Could be Unnecessary I agree with @Dr. Ken Sylvester. There are too many personal reasons for humans to resist change, especially in a world in which change is almost unnecessary. If the only place a company's employee has to change is the company and only because a new CEO or manager came into office, change will be doomed. Humans are much to smart to not be able to find ways to openly and internally justify not changing. From: "I do not know how!" up to "You want me to change and keep up being as productive as I am now?" and "How will I keep my job if I just change with every new manager that comes along?"
So is change a core competence for an organization?
It seems what should be a core competence is the ability to see if organizational change is the solution to the problem. Or as Peter Senge wrote in his book The Fifth Discipline: You need a shared vision, personal mastery, systems thinking, learning as team and the willingness to constantly review your mental models. If you are able to keep this up as an organization, being able to change might not be necessary, as you see when, where and what needs to change. As it might not be the organization that needs to change but its rules, or the instruments used to produce, or the customer base, or the product being sold.
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Alkhaly Mohamed Tahey Conde
Lecturer, Guinea
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Change Ability is an Absolute Necessity to Get in a Resilient Development Change ability is a basic obligation for any organization, in order to be able to explore and exploit opportunities and tackle principal threats. When those responsible in an entity cannot plan, manag...
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Ger de Waard
Management Consultant, Netherlands
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Enterprise Change Management Competency When you want to realize an organizational change management competency, I believe it's known today as enterprise change management, one needs to target the foundation of how the organization operates...
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Paramathmuni srinivas Kumar
India
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Metrics for Change Ability Should be Based on System Thinking and True Spirit @Jaap de Jonge: One single most aspect that distinguishes from a successful and unsuccessful change initiative is system thinking which is based on spirit behind every action, policy and process. For ...
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Ian van Jaarsveld
Consultant, South Africa
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Change Ability is a Core Competence This is correct. But what one must avoid is the cliche "Change is the only constant". To change constantly for the sake of change simply creates chaos.
We must move from Change all the time, to Chang...
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Maurice Hogarth
Consultant, United Kingdom
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Contiguous Change @Ian van Jaarsveld: Agreed that 'constant change' is likely to lead to chaos. To pick up on your quoted point, a related frequently used term is "continuous change".
"Continuous" means without a brea...
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