What has been missing for a long time in businesses large and
small is effective planning. That is, implementing a strategy to ensure that day-to-day business
tasks are a combination of projects that will achieve the owners' most desired goals. Strategies don’t
get implemented without changes and changes do not get implemented without projects. Projects do not get
implemented if they do not cope with organizational resistance.
We’ve come to realize that all organizational changes are not
created equal. Some strategies will change processes. Others will change the organizational
structure. But some will cut much deeper. The change projects that cut into the ideation of the
company and alter the sense of identity, purpose and long-range intention are the most likely to encounter
the greatest resistance.
So, what the organization leaders need to do is evaluate
organizational change on a more systemic level and recognize the broad range of investments needed to
rebrand, repurpose, and redirect the organization. This needs to be a conscious process as
opposed to what is done today, which is largely a default process where people become alienated and create
organizational damage prior to an inevitable employee exit.
Organizational change is about orchestration. It cannot be
done on a part-time basis nor by edict.