In his 2007 book Change or Die, Alan Deutchman wrote "the reason change (is so difficult) in America's major corporations isn't that the people who run them don't want to change or can't change, but rather they don't understand the basic concepts and keys to change or have the right tools to effect it." Yet, to highlight the potential for every organization to realize success when attempting change, Deutchman concluded "if (large multinational companies) with decades of entrenched culture and hundreds of thousands of employees around the world, can pull off a major change, then there's hope for any company, organization or institution of lesser size and scope."
Despite Deutchman's optimism for the capacity for change, the vast majority of companies don't find success easily. Simply put, change is to corporations, organizations and institutions as the heartbeat is to nature. By observing a few very simple features of a heartbeat, we learn a lot about Organizational Change Management (OCM) as well as some of the difficulties that make it elusive for so many organizations.
The first observation is that there is a predictable rhythm to a healthy heartbeat. The heart beats consistently, resting between beats. While this rest is essential, if it persists, death follows quickly. Likewise, the organization must rest between periods of change (beats). By remaining at rest too long, though, it loses its ability to compete, adapt and grow; death eventually occurs. It changes or it dies!
OCM Principle 1
The rate of effective organizational change is determined by size, activity level, and threats and/or pressures from outside conditions and/or events. Larger organizations should plan for slower frequency of change. Their rate is limited by higher levels of activity and energy required for keeping things functioning properly, leaving less capacity for change.
OCM Principle 2
When the pace of organizational change loses effectiveness, starving the organization, the only viable solution for survival is leadership turnover.
OCM Principle 3
There is a repeatable process (pattern) for implementing successful change that, once mastered, results in "muscle memory," facilitating successive change more naturally, easily and quickly.
OCM Principle 4
Effective change is promoted through a culture where individuals understand and relentlessly and collaboratively carry out roles and assignments in support of an overall mission toward improvement.
Size defines optimal tempo. Effective leadership establishes manageable pace. Reliable process fuels consistency. Aligned culture drives focus and persistence. Understanding these simple principles, The Heartbeat of Change℠, is like aerobic exercise, arming companies, organizations and institutions with the concepts, keys and tools needed to improve OCM success rates and ultimately sustain vigorous, vibrant life.
NOTE: This first appeared as a guest contribution in the Upstate Business Journal on November 7, 2013.