Good organizations develop. The term "the element of surprise refers to the advantage gained in a conflict by doing something unexpected"

My letter to you if there is need for radical thinking:

I am an innovative thinker, always open to embracing new technologies and groundbreaking scientific advancements across all disciplines. My firm belief in the potential of human intelligence and creativity drives me to seek solutions for the challenges faced by humanity.

My primary focus lies in the realm of business, particularly in expanding operations and leading. The transformative impact of technology, especially in leveraging data to enhance service delivery, captivates my interest. I am actively exploring opportunities to contribute my skills as a director or manager in a forward-thinking company.

With a robust background in business management, technology, and data-driven approaches, I possess a commercial mindset that seeks synergies to create value for both businesses and the people I collaborate with. My passion lies in sales and business development, fueled by cutting-edge technologies. Today’s world relies on technology to optimize business processes, and I am thrilled to explore novel ways of integrating diverse data sources into cohesive systems that support our clients’ operations.

I am inspired by seeing things in different angles. Main thing is be flexible, change course if the market gives you information of the changes.

"You have to remember impact in wider audience. Do not think thin audience wise. Heart wins big audience and believe it or not: Food of thought is needed. Givers gain but givers have to get also something in return. Jari Jokela 12.11.2023"

Companies, for example, develop existing products and services to make them more profitable and gradually refine everyday operating methods. Especially when the organization's operations are guided by strong processes and established structures, renewal is slow and cautious. Small steps towards better.

You have to understand the importance of taking different steps in life. Some of them bigger and some are small. Really radical is taking huge steps into unknown.

In my point of view it is better to make strategic decision:

In order to be successful in the future, companies must reform radically, i.e. replace previous thinking models and operating methods with new ones.

It means the desire to question and break the old and create the new. If something is broken it can not be fixed with the mindset and tools that broke it.

Radical renewal is not just about a single development project or a task included in the annual plan, but about a strategic necessity, a condition of life. That's why companies need a clear and strong strategic will for radical renewal and the search for something new.

The management must make a strong decision to reform, not just talk about the need for it. An open and curious mind In radical reformation, program declarations, principles and instructions are not enough. What matters is open thinking and curious practical action.

The radical renewal of companies requires a creative culture that supports the experimentation of new ideas and the launch of bold initiatives. From the point of view of radical renewal, it is important that the company dares to invest in uncertain initiatives, the success of which is not guaranteed and the effectiveness of which is not certain. It is essential to think boldly and try new things, even if they may lead to failure. They teach the working community what to invest in next.

Investing in the unknown Incremental and radical renewal can be thought of as two different ways of thinking and forms of learning that are present in renewing companies. Success requires both. In times of transition, an understanding of what radical renewal requires from the company is especially required.

At strategic turning points, companies have to invest in the search for new and surprising ideas and discovery trips to unknown areas. They create faith in the future.

Companies need therefore to be able to spot these individuals and identify the real reasons for their behavior and attitudes. Is it because they really are awkward and uncooperative?

Understanding some of the most common reasons why strategies for change fail—and ways to avoid those pitfalls—can help you prevent an organizational disaster and lead a successful change initiative.

The idea that changing business strategy must be managed is relatively new. Until the late 1940s (generally speaking), most leadership models were relatively straightforward: the boss decided to make a change and his subordinates carried it out.

From the 1950s to the early 1990s, the theory of change management—and it was very much a theoretical exercise at first (not in practise. Practise makes theory useful) changed in two important ways. First, it began to identify the importance of the employee in promoting—and resisting—change. Second, it began to recognize that successful change often occurs in stages, and that these stages could be predicted, planned, and managed.

#1: Starting with an Incomplete or Poorly-Defined Strategy

When thinking about an organizational transformation, leaders often focus on what the change is and why it is necessary. However, failing to give equal priority to how the change will happen can undermine any transformation effort.??

Without a comprehensive change management strategy, short term tactical decisions can delay or undermine long-term results. They can lead your organization down an unexpected—or unwanted—path and make it more difficult, or even impossible, to achieve the desired results.

In addition, the lack of a strategic change management plan can make it more difficult to build a strong guiding coalition and buy-in, hinder your communication with employees, and create misunderstandings and diminish trust in the leadership team.?

The Solution: Invest significant time and energy into creating a comprehensive change management strategy before starting any change initiative. It can be helpful to choose a model to follow: Kotter’s 8-Step Process, Lewin’s Change Management Model, or Prosci’s ADKAR? Model—to name a few—can all offer a starting point on which to build your unique strategy.?

As you build out your strategy, identify areas of resistance and potential problems you think you may encounter. SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis can be a helpful tactical tool to help develop alternate pathways to achieve your long-term goals. While you likely can’t plan for every single contingency, developing a robust strategy will help you minimize unexpected problems.

#2: Following a Strategy that is Too Rigid and Inflexible

Having a well-defined change management strategy can be key to keeping your change initiative on track. At the same time, however, being too dogmatic and inflexible in implementing that plan can be equally detrimental to your long-term success.?

No matter how much thought and planning you put into your strategy, you are unlikely to account for every development. Change—especially large-scale change—can take a long time, and the environment and market are also changing around you. Failure to adapt your strategy to unanticipated or sudden developments can render your long-term strategy ineffective, or at worst, irrelevant.

The Solution: Revisit your strategy plan frequently, both before and after unexpected developments occur.?

Be sure that your long-term vision and goals are clear, but also that your strategy includes short- and mid-term objectives that you can revisit and realign to account for changes in the environment around you. Don’t be afraid to make adjustments throughout the process to keep your end goals on track.???

#3: Lack of Effective Communications

Leaders often spend a great deal of time communicating about the proposed change in order to gain buy-in before beginning the change initiative. However, change management strategies often fail or fizzle out when leaders don’t communicate enough after the initiative is announced.

For example, you announce your vision and strategy for change in an all-staff meeting. You then reinforce the message in an email to the organization or the team. You schedule follow up meetings with key stakeholders and 1:1s with your employees. At this point, it’s easy to believe that the message has been received and the organization is on board.?

In reality, once the initial communication drive is over, the day-to-day demands of the job take over and enthusiasm for change diminishes. Your team quickly reverts to the comfort of the status quo.

The Solution: Create a short, comprehensible explanation of your change strategy. It should be clear, consistent, and constant. Be prepared to repeat that explanation frequently, throughout the entire process and with everyone who may be impacted, no matter how remotely.?

Make sure that every action that the leadership team takes aligns with your vision of change. Every interaction with your team, from a staff meeting to a performance evaluation, is an opportunity to educate the organization about why this change is important and the positive impact you believe it will have on the organization in the long run.?

When it comes to change management, remember that even if you think you have communicated enough, you probably haven’t.?

#4: Failing to Identify and Address Resistance

Every change initiative is going to encounter resistance. This is true no matter how much you worked to build a guiding coalition before launch and no matter how well you communicate and create enthusiasm after launch.

In fact, according to Shore, resistance to change is the most common reason why many change initiatives fail.?

“People are people—carbon and water. As such, we resist change. It’s important to recognize that managing change is about upsetting people only at a rate that they can tolerate. It’s all about physics. For change there must be movement. With movement there is friction,” Shore says.?

People resist change for many reasons. They may be uncomfortable with the unknown or perceived risk. They may misunderstand or disagree with the goals and/or the strategy of the change initiative. They may fear what change means for their role or even their job security. They may lack trust in the management team or the organization.

Unless their specific concerns are addressed, resistance can easily derail or undermine the change initiative, either covertly or overtly. As Shore notes, “The job of an agent of change is to address this friction.”

The Solution: Make a strategic and thoughtful assessment of how your change initiative may impact your employees in order to identify potential resistance from the start. Tailor your communication strategy so that you can address that resistance as soon as—or even before—it arises.

And most importantly, actively listen to and engage your employees throughout your change management strategy. Active listening is the best way to avoid misunderstandings, ensure that all parties have complete and accurate information, and address fear, anxiety, and discomfort that comes with any change.

#5: Disconnect Between Strategy and Culture

Have you heard your employees say, “That’s not the way we do things around here?” If you have, then your change management strategy is probably in conflict with your organizational culture.

Change initiatives that work against existing corporate culture will likely be more difficult and less likely to succeed. Demands to change workplace habits and behaviors will be met with distrust and resistance if employees lack trust that the organization will support and reward those changes in the long term.?

Conversely, if the proposed changes are already in line with a shared vision of the organization’s purpose and goals, employees are more likely to trust that their efforts in supporting change will be rewarded.?

The Solution: Ensure that your change management strategy is grounded in a realistic assessment of your organization’s culture and vision.?

Even before you begin a change, make certain that senior management and front line employees alike are aligned on organizational priorities and goals, as well as on reward structures and tolerance for risk. An effective communications plan should include a focus on how your change supports the shared vision for your organization.

#6: Setting Unrealistic Expectations

One of the major pitfalls when starting a change initiative is to push too hard, for too much, and too quickly. Rushing through a change increases the risk of mistakes and removes the opportunity to respond appropriately to changing events. And moving too fast can quickly burn out both your team and your organization. Change fatigue can quickly undermine even the most enthusiastic team.

The pressure to do too much too quickly comes in several different forms:

• The marketplace: Rapid change may be required to stay competitive. Waiting too long to launch a new product, for example, could leave an opening for your competitors.
• Top management: Executives often underestimate how long change takes and how much it will cost, and they overestimate the end results. Enthusiasm for change can quickly fizzle when it takes too long or gains aren’t perceived as “big enough.”
• The need for momentum: People and organizations alike have short attention spans. It can be challenging to sustain enthusiasm for change over the long term.?

The Solution: Managing expectations—both positive and negative—during a change initiative is just as important as managing the change itself. Remind yourself and your key stakeholders—frequently—that true change takes time. A well-paced solution is much more likely to be effective and successful.?

Be sure that your strategic plan is realistic in its goals and intended outcomes. Outline a clear timeline, with both short- and long-term objectives. Short- and mid-range goals will help your team stay on target without moving too quickly.?

#7: Not Creating—and Celebrating—Short Term Wins

Pushing for change too quickly can lead to burnout. Yet not showing positive progress in a timely manner can be equally detrimental. Employees and teams can easily lose momentum and enthusiasm for a change if they feel they aren’t making progress.?

And the more difficult the change is—the more it requires changing behaviors or making sacrifices—the more quickly your teams will lose interest.

The Solution: Don’t wait for wins to emerge naturally from the change management process. Build them into your strategic plan from the start. As you define your short- and mid-range goals, include achievable outcomes that will yield visible results.?

And when your team achieves those outcomes, be sure to publicize them as wins, and celebrate them—as soon as they happen. Building on the enthusiasm for a short term win will help sustain momentum for a longer duration.