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Closing the change management gap

Closing the change management gap Change has always been hard. But now, change is becoming a constant. Defining change – identifying the new strategy, business model or process the organization needs to retain market share – is difficult enough. Leading the organization through change is even harder. The purpose of this paper is to use a combination of survey and case studies to measure organizations’ change maturity and provide guidance on how organizations can move from check-the-box approaches to ones that drive behavioral shifts.Design/methodology/approachThis paper is based on the combination of a broadcast survey and series of best practice case studies.FindingsAnd while organizations have made strides in committing resources and planning for change, they continue to struggle with long-term, sustainable change. But what really creates sustainable change? Sustainable change means moving beyond “check-the-box” efforts – focused on the execution of communication plans and project milestones. Instead, organizations should bolster their efforts with a focus on leading, not just communicating, the change and engaging staff cooperatively to drive new behaviors.Originality/valueThis paper focuses on best practices that do more than require check-the-box adherence to a series of change activities and methodologies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic HR Review Emerald Publishing

Closing the change management gap

Lyke-Ho-Gland, Holly
Strategic HR Review , Volume 18 (4): 8 – Aug 21, 2019
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References (8)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1475-4398
DOI
10.1108/shr-04-2019-0030
Publisher site
See Article on Publisher Site

Abstract

Change has always been hard. But now, change is becoming a constant. Defining change – identifying the new strategy, business model or process the organization needs to retain market share – is difficult enough. Leading the organization through change is even harder. The purpose of this paper is to use a combination of survey and case studies to measure organizations’ change maturity and provide guidance on how organizations can move from check-the-box approaches to ones that drive behavioral shifts.Design/methodology/approachThis paper is based on the combination of a broadcast survey and series of best practice case studies.FindingsAnd while organizations have made strides in committing resources and planning for change, they continue to struggle with long-term, sustainable change. But what really creates sustainable change? Sustainable change means moving beyond “check-the-box” efforts – focused on the execution of communication plans and project milestones. Instead, organizations should bolster their efforts with a focus on leading, not just communicating, the change and engaging staff cooperatively to drive new behaviors.Originality/valueThis paper focuses on best practices that do more than require check-the-box adherence to a series of change activities and methodologies.

Journal

Strategic HR Review – Emerald Publishing

Published: Aug 21, 2019

Keywords: Change management; Leadership; Culture

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