The organization that is able to change will survive. The organization that can’t (or won’t) will die.
It may sound harsh, but this idea isn’t new. After all, it is the foundation behind Darwin’s theory of evolution. To change is to endure. Business leaders have understood this principle well.
Over the years, researchers and business people alike have tried to create a formula for how to implement change successfully within an organization. Through their exploration, they got smarter. They gave hard and serious consideration to HOW to make changes happen and their answer…to manage those changes.
Their efforts had overwhelmingly affirmed what their own experience was telling them:
R = Qs x A.
Results = the quality of the solution they decide on multiplied by the acceptance level of the people affected.
We all know that a key to the success of any change is whether or not the people who had to change chose to change or fight it.
If they chose to resist, that resistance results in:
- Loss of key people who cannot or will not make the transition
- Wasted investment
- Stress costs
- Damaged image in the marketplace
- Lesson learned about how change is managed: “Don’t trust the process.”
The cost of that resistance can be measured in:
- Cost over-runs
- Lost market opportunities
- Market share erosion to competitive forces
- Reduced productivity
- Stock valuation fluctuation
- THE ULTIMATE: Project write off
The risk of failure is always great, if you leave them to chance.There are many perils associated with change resistance. Other than just surviving, what are the tangible benefits to success you see, if you were to make some changes?