A recently-published HBR paper stated that almost 70% of all digital transformation initiatives do not reach their goals. What’s going wrong in our digital transformation processes? What are the lessons learned from these examples?
Our status is of central importance to us. We often define ourselves all too much based upon our social status. However, during change processes, precisely this social status is put at risk. What can we thus learn from Maslow in order to keep persons motivated during the change process?
Whenever we change organizations, we need a change dynamic which can be generated only through an instability within the system. During times of stability, we always do the same thing–display conduct according to defined rules. And precisely these rules need to be broken!
We all know that only through active communication can we change individual behavior during transformational processes. And yet many transformational processes fail due to inefficient communication. What are we doing right? What can we do better?
John P. Kotter–and subsequently many prominent consulting firms–explain to us that most change processes fail. Kotter’s 8 steps would be the means to an end for a successful change process. Is change really then so simple?
Transitional processes need to be prepared for far earlier than when the real change starts. Managing the change is not enough–we have to steer the transformation. Leaders understand that they have to take their employees emotionally on this journey.
In transition processes we often promote a “new way of working”. People in organization have to learn new skills and need to adapt their behave to be ready for the future. What can we learn from the behavior patterns of our brain for this learning process?
Our traditional change management methodologies might no longer meet our demands in our fast-moving world any longer. Change must be seen as an on-going process rather than something that can be planned for. But what does this mean for today’s organisations?