SEPTEMBER 2019HR TECH OUTLOOK 19Bill says "being successful, or perceived to be successful, can be a major obstacle to changing an organisation as the staff cannot see the need to change their currently successful way of doing business. Yet the corporate graveyard is full of these organisations. Remember: past success is no guarantee of future success!!!"Stability is no longer the norm; yet most organisational development theories are based on it. Also, most staff are employed to maintain the status quo - not to challenge it!! Change is usually perceived as a threat to the status quo, but flexibility is the key to handling the uncertain future world.To handle the above challenges, his firm developed the Seven Ingredients of Change Management Framework(see mind map) for organizations to discover how they need to manage change depending on a specific situation. The fact that no two circumstances are identical and all require an unique approach makes it risky to adopt the `one-size-fits-all' methodology while dealing with organizations. To avoid such risks, the framework works as a checklist in ensuring accurate evaluation of the completed or on-going changes in an enterprise accordingly.By following the seven ingredients-- laying a foundation for new ways, establishing a sense of urgency, forming a transitional team, creating alignment, maximizing connectedness, creating short-term wins, and consolidating performance improvements--firms can easily plan, develop, implement, monitor, evaluate, and check the progress of any change.BSA expertise is reflected in the case of a client in the Information & Communication Technology (ICT) industry. After facing intense competition from startups in the ICT arena and seeking to change the mindset of people from a monopolistic position to handling a competitive commercial environment, the client approached BSA. Soon afterwards by leveraging the company's services, the client was successfully able to transform their situation and successfully adapt to the new business environment imperatives.The founding of BSA is owed to one of Bill's friends, a senior recruiter, who recognized his talent and potential as a change catalyst. Since then, he has been widely recognized as a management consultant specialist, effective public speaker, trainer, author, and facilitator. He has also co-authored a best-selling management book named: The Toolbox for Change: a practical approach. Today, his firm embodies the virtual organizational concept with over 700 global clients in the private, public, educational, co-operative, professional and not-for-profit organizations. Having partnered with various tertiary education institutions including the Queensland University of Technology, University of South Pacific (Fiji), Charles Sturt University, and others, BSA continues to forge new pathways, including in the community space. "At the end of the day, the satisfaction of walking into an organization and witnessing them still effectively implementing our change management concepts and problem-solving tools and techniques is the biggest achievement for us," concludes Bill. For change to be effective, there must be a holistic approach creating strong alignment with the mind, emotions, and intuition of staff and the organisation's change strategy and direction
< Page 9 | Page 11 >