Introduction
Are you wondering, "Why isn't our company's transformation working?" Many companies attempt transformation but end up failing. Surprisingly, a common reason is the "misconceptions of the leaders themselves." This article will explore this question.Organizational transformationThis article clearly explains the fundamental reasons for failure and provides specific points to help you succeed.
The reason change fails is "hero thinking."
The biggest reason organizational change fails is not employee resistance, but the leader's "hero complex."
this is
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They believe they are the main actors in the transformation.
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The desire to monopolize the results becomes stronger.
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They stop accepting the opinions and criticisms of others.
This refers to a state like that.
When this situation occurs, leaders are unable to leverage the insights of those around them, resulting in a decline in the quality of decision-making. Furthermore, the flexibility necessary for change is lost, hindering the organization's growth itself.
In other words, the failure of change is often not a "problem with people," but rather a "problem with the leader's attitude."
Three practical points for successful transformation
Point 1: Don't decide on a solution by yourself.
Transformation is not an individual effort, but a team effort. The key is to create a "strong alliance" of members with expertise and influence.
The following four roles are particularly important:
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Technologist: Understand the problem and design the solution.
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Evangelist: Spreading the need for change within organizations.
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Analysts: Analyzing signs of resistance and challenges
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Advocate: Secure resources and permissions.
Involving the right people dramatically improves the accuracy of decision-making.
Point 2: Tell a story about the challenges, not just a vision.
Many leaders articulate compelling visions, but that alone won't motivate people.
What is important is
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Why does this problem exist?
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What will happen if you leave it as is?
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Who is feeling what kind of pain?
This is the "story that gives rise to the problem."
Sharing specific customer feedback and on-site problems increases team members' sense of ownership and leads to action.
Point 3: Use it before "changing the culture"
The idea that "cultural reform is necessary for change" may seem correct at first glance, but it is actually a trap.
What is important is
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Leverage the strengths of existing culture
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Design transformation in a way that is compatible with the culture.
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Adjust the change-making side if necessary.
That's the perspective.
In real-world examples, transformation has been successful not by destroying the culture, but by leveraging existing values such as a "competitive spirit" and an "emphasis on efficiency."
Points to note that are often overlooked
There are three points that require particular attention during transformation:
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They don't try to claim the change as "their own achievement."
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Don't impose policies without understanding the pain experienced on the ground.
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Prioritizing speed too much and ignoring the realities of the organization.
Transformation is not something that happens perfectly in one go; it's a process of trial and error. Flexibility and dialogue are key to success.
Summary
The most important thing for successful organizational transformation is not for the leader to become a "hero."
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Collaborate with experts
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Sharing the essence of the problem
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Make use of existing culture
By putting these three things into practice, change transforms from "individual achievements" to "team achievements."
The main actors in change are not the leaders, but the entire organization. Starting today, try shifting to a transformation that you drive together with your team.
