Traditional change management systems are based on a transition from an old model to a new one.
These change systems could be seen as a journey, in which one begins at the origin and directs the steps towards a destination, considering that success has been achieved when the objectives established in a given time have been achieved.
However, is this model the right one?
In this present, ever changing world, setting a fixed destination is probably not the best idea. What would probably be more appropriate for the current market, the socio-economic context and our clients, will not be the same in a few months.
Given this, the established destination for our journey, the objective of change, will no longer be our preference once we achieve it.
Therefore, it will be necessary to establish another destination and to chart a new course, initiating a new cycle that is on course to repeat itself.
This concept of change is probably due to its traditional relationship with project management. After all, this has been based precisely on that: in establishing a project to achieve, to chart a course, to define work methodologies and to fulfil them.
However, in today's world, this isn’t enough. A change management system must be able to anticipate the environment, change course to a new destination and adapt to the needs of the company.
Therefore, another way of understanding change management is as a system that, instead of directing change in one direction, seeks to establish structures or systems that allow a paradigm shift in the company. The objective of the change is to make structures more flexible, to improve adaptation mechanisms and, in short, to facilitate the establishment of all future changes without altering the workflows and productivity already instilled, to be able to adapt to market needs.
In this new paradigm, the classic concept of work methodology disappears, since it does not exist as a stable concept, but a dynamic and changing methodology instead.
Essentially moving from a system of sequential change to a system of permanent mobilization.
Ingredients for a mobilized system
Mobilization systems, despite being characterized as having no fixed methodologies, consist of a series of structures necessary to ensure that an efficient change is produced permanently.
The following are components that must be found in any business structure to constitute a mobilization system:
- An ecosystem prepared for change. These environments must have some sort of performance algorithms that allow the adoption certain attitudes when in an environment with previously established order. When the market presents a certain change, the reaction must be one that adapts to the necessities imposed by the new market circumstances. In the same way, action protocols can be drawn up that allow modification of attitudes according to the circumstances.
- Informal systems within the company. Although the company must have clearly established and formal channels of communication and hierarchy, there must also be other informal, agile systems within the company. This way, communication and change will be more dynamic and agile, and will allow a quick reaction to a change in the circumstances of the company.
- Establishing a culture based on change. Change must be understood as a way of working, a way of conducting within the company. "Today more than yesterday but less than tomorrow" and a principle of constant improvement, must be printed on the company's DNA.
Change has come to stay. And it affects not only the working methodologies of companies, but also the change system itself.
The "Change in change", on a constant basis, ensures real-time adaptation to market circumstances and customer needs.