How can you identify triggers for organizational change?

A lot of what has been written in this article can be summed up in the OODA Loop model (Observe, Orient, Decide, Analyze). One aspect of the analysis portion though is examining whether your metrics are correct. I have seen more than one organization tracking the wrong metrics which would lead them to inaccurate conclusions. Verifying your metrics match the conditions on the ground is important. While industry benchmarks are important, validating the leading indicators one level lower can often tell you a better story of what is going on.

Triggers are based on "Tipping Points". Recognition of these tipping points/triggers and the related actions are dependent on a "Risk Mitigation System" that is based on exceptional "Scenario Planning"... planning for the unexpected. Scenario plans are used to create "Dashboards" that provide the leading indicators that allow you to activate pre-assembled plans. Organizational changes must rely on clear and proven needs. If not, the change may result in a crisis that cannot be redirected or stopped. In too many cases, the path to improvement is littered with good intentions.

I can agree with the importance of data analysis, but the change request can come as part of a strategic session, as part of getting the mission and goals as part of the vision of the company's shareholders. In my experience, 10-15% of change requests stemmed not from the results of the analysis, but from the insights and tasks that the shareholders set as part of a broader analysis of their portfolio of investments, benchmarking or life goals.

The following are the way we identify triggers factors organizational change? 1.Scanning the environment we are operating in? Pollical, Economical, social, Technological, Environmental and Legal . 2.Customers satisfaction (Internal and external ) 3.Internal operation Process, Method and system 4.Financial and operational performance 5.Time changes everything

Analysing Data is only useful if your objectives and targets are clearly defined and directly contribute towards the Mission of the organisation. If not, people will wander aimlessly in a sea of information trying to make sense of it and in the process be pulling in multiple directions.

Great point and I would recoomend to use advanced SWOT Analysis, Porter's five forces & Ansoff matrix for analysis and change strategy development

Great point, constant re-orienting is critical to sustainable business results. One point that may add some value is using past history to interpret how to respond to the changing environment. Markets often respond in the same way to certain changes. Knowing how those changes impacts market and competitive maneuvers in the sector are of value to the planning process.

Absolutely, as I have noted in my previous comments about external changes that impact the organization and how it is a must to build that into the change project. I would suggest that you keep in close contact with your Comms and PR departments who are automatically sensitive to external data as well as the Board and CEO offices. In fact, they should play a critical role in the change process anyway so build a strong relationship with them. Formally subscribe to all the relevant industry and market publications and platforms to keep abreast of any relevant news or information. This includes LinkedIn which is an amazing repository of business, political, social, economic and environmental information, stories and contacts. Use it fully.

Situational awareness is critical for businesses. I recommend running an alternate version of the SWOT analysis. OTSW. Your strengths and weaknesses won't change radically month-to-month, but your opportunities and threats can change on a whim if the environment does. At any given time, you're only one tech advancement, law, or disaster from losing your business or seizing massive growth if you're not prepared for it.

Dynamic environments, need to be scanned systematically in a structured manner and it is essential to collaborate with appropriate stakeholders, interpret findings and establish a common understanding on possible shifts and impacts before appropriate steps forward are decided.

Totally agree, for 1-10 M $ Revenue companies from my practies 10-15% of request for changes come directrly from the shareholders, 20-25% from management, rest 60-70% from market (customers, competitors, supliers, regulation...)

Feedback is a must. But you need to be proactive and not reactive to feedback. Get ahead of it. There is always resistance to change and open and transparent communication gives a sense of control and predictability for the future. Organise key events, milestones and methodologies, as part of the change programme to solicit feedback, discussion and even town halls with Q&A's. Invite guest speakers and hold periodic lessons learned events etc. Also, remember that executive leaders play a key role in the change programme so actively use them to contribute, facilitate and even deliver events to show their commitment and create an open and transparent communication and sharing environment for employees to directly interact with them.

You need to constantly solicit feedback, but always be aware of the context that surrounds it. Investors view the market differently than employees. Customers care more about their return than your company's long-term health. By acknowledging the context around the feedback, it becomes much easier to make decisions for your business.

I always inform my clients to not start the change programme unless they are fully prepared to see it through to the very end. Abandoned, stalled and watered-down change projects do great damage to employee morale and trust in leaders. Yes, ensure each and every resource is in place and garner commitment from those leaders and departments that you will require to play a key role in resourcing the project. I encourage change leaders to prepare a budget and do a complete cost analysis which sits as part of the justification documents for the change project. This level of transparency helps align expectations, milestones, goals and objectives. Pass your budget by your corporate finance department and get their insights on your projections.

Change is inevitable in a dynamic business environment and necessary to survive in the competitive market place. Management needs to take informed decisions and act timely to reap full benfits of the effort and money spent on implementing change, however change strategy must be supported by a careful reseach, market trends, available means and SWOT analysis to adopt the right & balanced approach for the organisation concerned. Need for change should be justified against opportunities it provides for improving operational efficieny, customer experience, exploring new market opportunities and revamping organisation's brand image. If any or all of the above can be realised it would imply that the change has been successfully applied.

This is where you start! Unless your organization continues to do something relevant for it's customers, clients, or employees, it will eventually fail. Many clients come to me with weak visions or missions that lead to poor brand differentiation and ultimately, weak financial performance. However, visions and missions can not be formed in isolation of the real world (see "Environment" section above), but they also require some aspirational features. From that, a business can assess the adequacy of its current business strategy and decide if a change is required.

Actually I disagree from the statement regarding mission and vision, usualyy these are long term goals and purpose that are conflicting with reality and everyday changes in BANI wourld. Strategic changes are usually done against mission and vision and it helps to crosscheck do we still have this mission and vision

Vision is for external stakeholders and Mission is for internal stakeholders. However, the key to driving and maintaining change is how company values are brought to life and the absolute commitment and involvement of executive leaders in the change programme. Don't get solely hung up on the technical side of the change project but also keep your focus on the softer, people or human side of the change programme. For example, how people think, feel and are reacting to the project. Remember you may have the very best change strategy but if people resist it will scupper even your very best plans. Align your change plan not only with your mission and vision but also the values and leadership commitment and involvement.

This really gets back to a "start with why" mentality. Change isn't bad, it can be good. But why are you changing. The vision, mission, etc was created for a purpose. Is the vision/mission the problem; or have you, like so many other organizations, gone astray and forgotten your vision/mission and raison d'être

Absolutely be open to learning from your competitors and not just your allies in the industry. As part of the change programme, you should do a benchmark study to gauge the distance between "As-is" and "To-be" overlapped with industry "standards". This will help inform your strategy and operational plan. However, don't feel pressure to copy others verbatim but ensure you have the basics in place and you add your own unique ideas and flavour to change vis-a-vis your company values, brand and planned culture. Benchmarking should, at the very minimum, act as a guide and not as a template to copy. Be bold and strive to be unique, even disruptive for your industry so as to set a new standard for a modern organization.

Dos processos de mudan?a que liderei aprendi que em todos os casos sempre traz um certo desconforto, inseguran?a as equipes o que considero bem natural. Mas por que será que isto ocorre? Será que as pessoas possuem as informa??es adequadas sobre como ser?o afetados? Elas foram engajadas no processo? A alta administra??o tem um papel fundamental na mudan?a, estar totalmente comprometida, utilizar diversas redes de comunica??o de forma clara, simples e transparente para gerar engajamento de todos os colaboradores Isto irá contribuir para que as equipes foquem a sua energia naquilo que é mais importante.

Change may be necessary due to new regulations or change in industry standards, policies applicable to particular type of organisations. The impact on your organisation should be acertained first and the processes afftected should be identified. Then a clear route map with time bound actions need to be ensured to meet the given deadline.

Identifying triggers for change is like practicing the art of alchemy. It's about recognizing subtle signs, mixing the right elements and transformative elixirs. As a change expert, your role is that of an alchemist, turning organizational challenges into fantastic new opportunities. Change is not a mystical potion but a tangible process. By identifying and understanding the triggers, you hold the keys to unlocking the potential of your organization's evolution and success trajectory. I encourage you to sharpen your senses, develop your skills and heed the whispers of change to embark on the exhilarating journey of transformation. You get to transform your organization and people’s lives. The alchemy of change awaits your skilled touch.