- Revitalization vs. Normalization. At the core of every change, initiative is the desire to breathe new life into the organization―to revitalize ways of thinking, behaving and working. But one change initiative often morphs into many, and before long employees become “change weary.” Thus, we find ourselves in the conflicted situation of needing revitalization but desiring normalization.
- Globalization vs. Simplification. Doing business today means doing business globally, but the complexities brought on by globalization are often in conflict with the need for organizations to make it simple for customers to do business with them. Leaders struggle with creating organizational responses that address the need to master globalization while offering customers and employees optimal simplification.
- Innovation vs. Regulation. Many organizations, particularly in the aftermath of the global financial crisis, are saddled with trying to do business, let along innovate, under increasingly crushing regulatory environments. This is a stifling tax on a company’s capacity to find creative approaches to solving unmet customers’ needs. As such we struggle with the tension between the desire to boost innovation and the need to operate under increasing regulation.
- Optimization vs. Rationalization. Customers not only have more power today―in some industries, but they also seem to have all of the power. Organizations are struggling to provide solutions that are better, faster, cheaper and increasingly customized. Leaders are caught in a seemingly endless struggle to reconcile the tension between optimizing benefits to customers while rationalizing their costs of doing business.Digitization vs. Humanization. Advanced technology is at the core of virtually every company’s business model today. Entire value chains are being digitized. Yet, the onset of ubiquitous digitization is occurring at the same time that individuals are yearning for a sense of meaning in their organizations. Leaders are struggling with how to reconcile the increasing need for the digitization of their business models while trying to create organizational climates that have an authentic sense of humanization―creating an overarching sense of purpose and collective ambition.
- Digitization vs. Humanization. Advanced technology is at the core of virtually every company’s business model today. Entire value chains are being digitized. Yet, the onset of ubiquitous digitization is occurring at the same time that individuals are yearning for a sense of meaning in their organizations. Leaders are struggling with how to reconcile the increasing need for the digitization of their business models while trying to create organizational climates that have an authentic sense of humanization―creating an overarching sense of purpose and collective ambition.
The Changing Approach Towards The Change In The Past and Today
The changing approach towards the change in the past and today. In yesterday’s world, major organization change was often experienced as a cataclysmic eruption one hoped would occur only every millennium or two. In today’s more complex, dynamic world, organization change is ongoing work, not just a one-time “catch up” event. Being an agile change artist is as critical for success as being a reliable producer. Successful change is required for survival. Changing more responsively and effectively than one’s competitors is required to prosper.
According to Harvard Business Review, Smart, capable, solid professionals most often perform well in their roles until they reach a level in their organizations at which they are confronted with a series of embedded tensions and paradoxes that make leading effectively much more complicated. The most common paradoxes leaders face when driving a transformation effort are:
This may not resolve the tensions and paradoxes, it allows people to acknowledge that they exist, express their concerns and let the voices be heard, and discuss proactive ways forward together.
This is the changing approach towards the change in the past and today.
About the Author
Dr. Jeff Evans
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