The best Chief Learning Officers know there is a cost to developing improved change management capability.
Doing this must have a payback. Improved change management increases the potential for each change to be more successful. It also demonstrates an increased capacity for the organization to absorb multiple changes by developing resiliency.
The investment in developing the capacity and capability of the leadership, of the change agents and of the targets of change means each change is impacted in four key ways:
- The potential for key losses during the implementation is reduced. Quality, productivity, customer satisfaction, employee engagement does not suffer as much when the change is being introduced because confusion and resistance is being proactively managed
- The amount of time the change takes is accelerated and the benefits are achieved sooner. People can absorb the change’s impact because they see their leaders doing what they need them to do and because they, themselves, feel they have a role in the change process
- The benefits ARE achieved. People want to use the new technology, behave in the new way, follow the new process because they accept the change and the way the change is being managed
- The change does not deteriorate after it is completed but continues as the “new current state”. The effort to do things right in the change process means when the change is achieved the people who were targets of the change now become the owners of this new way and accept its value
The role of the training organization in the development of that capability is key. The result, for an organization committed to improving its change tolerance, having leadership that effectively plays their role in change and imbedding resilience in the organization, can successfully face the changes ahead.
That’s a competitive edge worth developing.