Change in times of crisis

Change in times of crisis is like a Revolution. It is neither preannounced nor advertised. It is planned and implemented. If necessary, it is corrected along the way.

Implementation is always based on clear and agreed rules, applied to all participants. Well trained executives and experienced associates are involved in the process, in order to deliver results and achieve strategic goals.

Change in times of crisis empowers businesses to upgrade their response skills in order to isolate faster and segregate all those issues that oppose, react, resist and prevent the transformation towards a new environment.

How easy is it for a business to change?

It’s certainly not an easy task, as businesses are lively organizations, like humans. And humans do not change so easily.

In today’s highly competitive and turbulent environment, most businesses require change that entails a lot more than good intentions and wishful thinking.

In order to be able to apply change procedures and put them into practice, businesses must overcome the Four Key Resistance Factors: Strategy, Culture, Management Systems and Governance Structure.

Strategy cannot change at will. Strategy implementation is an ongoing process that dictates specific actions. Most of the time, these actions are long term procedures that – by nature – create tasks and responsibilities which, in turn, establish habits and behaviors within the company.

Organization Culture also creates habits, behaviors, procedures, norms, values ​​and taboos that once they settle, it’s pretty hard to eliminate them. Besides, bridging the culture to strategy gap will always be one of the most difficult projects in business management.

Management Systems also do not change as fast as we would like them to. Whether it’s the HR or any other Resources, or Production Equipment and Technology, the Management Systems will always create habits, addictions and dependencies that do not change easily. If in addition to all that, parameters like bureaucratic perceptions, lack of accountability methodology and incompetency for fast decision occur, then an absolutely chaotic paralysis is unavoidable.

Last but not least is the source of the Governance System of the business, namely The Management. The necessary power relations that are often created – as part of the business, have a major influence in the success or failure of a business venture. Especially when these relations refer to behavior and attitude that are inconsistent with business practices, creating therefore delays to every change attempt.

These Four Key Resistance Factors are also the components of the engagement sequence, specifying the Company ID of every business.

On the other hand, change in times of crisis cannot tolerate strict military rules and procedures.

The Change Process can only be successful, if seen as a Persistent and Determined Procedure of Long-Term Transformation which identifies the Company ID first, before proceeding to diagnose and cure the pathogeneses of inconsistent habits, behaviors, attitudes, taboos and power relations.

Change in times of crisis is a decisive breakthrough, the development and the outcome of which will determine the future of the business.

DASO BUSINESS PERFORMANCE™ assists businesses to develop practical skills and implementation methods, required to drive change in α highly competitive environment.

Leave a Reply

Your email address will not be published.