Five things I wish you knew about organisational change.

This post is sharing my learning as a practitioner with years of experience in organisational change management and in leading digital business transformations.

Some of it might sound trivial. However, doing these basics right will increase the chance of success of your change program or business transformation.

#1. It is all about people

We all have experienced when rational and pleasant people almost magically transform into "raging monsters". Moana had shown this transformation in all its glory. When the Heart of Te Fiti got stolen, it turned into a monster, Te Ka willing to destroy all on its way.

This transformation is not unlike what we see with people. The fear of change, the fear of the unknown, the feeling of anxiety due to uncertainty magically transform the rational people into irrational beings unwilling and unable to engage in the change programs positively.

Any organisational change is ultimately all about people. The fear monster stops people from thinking straight, from understanding implications of change and contributing to a better future. It is up to us to tame the beast. Talking about it helps. Painting the picture of the brighter future (in all its colours) helps. Providing people with solid foundations helps and giving them a meaningful way to contribute helps too.

If you want to be successful in change or transformation program, do not ignore the beast.

#2. Processes first, technology second.

We all tend to "throw technology at the problem". The best technology in the world will not solve your business problem. It is not the technology itself that improves productivity or business effectiveness. It is its use.

If you want genuine and sustainable improvement, concentrate on the processes and its design. Start there and then underpin it with exceptional technology or digital solutions. Never the other way around.

#3. Leadership and storytelling

Top leadership buy-in is essential for a well-run change program. It ensures consistency of messaging. It guarantees both "talk the talk" and "walk the talk" messages are consistent.

While you can drive change from the position of authority, it will rarely guarantee enrollment. It will not ensure willing participation and contribution. The change leadership is not about directing, but about being inclusive and visionary. It is about storytelling and painting the future in all its colours (see point 1).

Always remember, people don't like to be sold to, but love to buy! So, create a story and a future world they want to be part of it.

#4. Have a plan

Change plans are an essential part of the active program or initiative. You definitely should have one but expect to amend it continuously. If you are not on plan B, C, D ... Z, you are not learning fast enough. You are not incorporating what is around you into your plans.

An agile technique of weekly or bi-weekly retrospectives can be of enormous help here. It formalises the learning process. It will encourage you to dig a bit deeper exploring things not immediately apparent. Incorporating these learnings into your plan will ensure it is always up-to-date and relevant.

#5. Don't drop and go

We are always reminded of the quote by Rear Admiral Grace Hopper, an American computer scientist.

The most dangerous phrase in the language is "we've always done it this way".

There is another quote from Professor John Kotter. The famous change management author and developer of the 8-Step Process for Leading Change.

In the final analysis, change sticks when it becomes the way we do things around here.

Solidifying the changing processes requires a culture change. If "the way we do things around here" doesn't shift, it is highly likely that things will go back to the way they were before.

The cultural change takes time and constant reinforcement. Your program or initiative should plan for it in advance, rather than leave it to the end when it is possibly too late.