Why Change Doesn't Produce Change

An all important question a modern day organisation faces on a daily basis. Most of us at some time would have realised what's lacking, however owing to " Power Syndrome" or " What happens to me syndrome" we would have never voiced or ever dared to discuss it with any one forget about discussing it with the stake holders.

I went little bold and decided to publish ( which was my personal learning out of an assignment which I have to experience) the way I experienced it.

1. Fundamental disconnect is - The Change Plan is not tied to the strategy
2. Its seen as a fad or a quick fix - most management fails to create a sense of process.
3. Change has a short term perspective within the organisation.
4. Most common cause is the political realities undermine change.
5. Grandiose expectations Vs success - another common cause.
6. Inflexible change design
7. Lack of leadership regarding change.
8. Lack of measurable results.
9. Fear of the unknown
10. Inability to mobilise commitment to sustain change.

I have had this great opportunity to work for a leading brand though it was short lived. While the sustenance model adopted was heavily dependant on the current success the long term view to realise change largely depended on leadership dominance. Individual dynamics were playing above the organisational goals. My first reaction was to realise sustenance will be a long drawn process which will eventually lead to burn out at all levels. It also paved way to politics which undermined change.

A word of caution though - when on a journey,  thinking of course correction on a need a basis, organisations often fail to understand that their success largely dependant through its people. Its important you take them through the process and make them buy what you intend to drive.  In absence of clear communication regarding what you intend to do, ambiguity over a change management is perceived to be a simple exercise of change of guard and people tend to stop doing what they were good at and they start doing things which aren't needed to be done. For example - waiting endlessly for a strategy to appear along with a magic wand which will take away every woes they are worried about.

If " what's in it for me" is not clear to the last mile of the whole organisation no matter how you try it - the change will always be a stand alone activity perceived and processed by few at the top. 

Loosing the relevance of change itself will be the worst hit for any change plan.