Fast Forward: Organizational Change in 100 days

Citation

Lloyd, B. (2003), "Fast Forward: Organizational Change in 100 days", Foresight, Vol. 5 No. 1, pp. 63-63. https://doi.org/10.1108/fs.2003.5.1.63.2

Effective organizational change is one of the most critical challenges of our time. To see it happen effectively within 100 days is beyond the expectations – and talents – of most CEOs today, irrespective of whether they operate in the private or public sectors.

The authors maintain that they can provide a practical and proven framework for improving the implementation of rapid organizational change. Their book starts (Part I “Unraveling the Mystery”) with five chapters that, overall, develop a model of rapid change, together with guidance on how a company can create speed and momentum within the organization, at the same time as inspiring their employees. Within this general approach is advice on how it might be possible to significantly reduce the time it takes to both take major decisions, and also deploy the necessary resources in order to support these decisions.

Part II (“Six Plays in One Act”) contains another five chapters that build on the framework developed in Part I in order to explore the different types of change initiatives that are critical to organizational growth. This section includes a discussion of such issues as the development of a new strategic plan; the integration of new acquisitions; launching new ventures; establishing new IT platforms; leading organizational turnarounds and implementing extensive cultural change. The final chapter explores the key question: “What Next?”.

The book is full of real world examples and exercises that have been based on the authors’ executive MBA teaching, as well as their research and consultancy work. There is much sound advise in the approach taken. But there was one vital area that failed to get the attention it deserves – the role and importance of values. It is all very well to talk of ’‘the Development … and … Enrichment of Shared Understanding” (pp. 25‐6) but the key issue in change is whether (or not) those involved perceive the change to be in their interest. This perception is critically dependent on whether (or not) those in the lower ranks of the organization believe that those above them are genuinely operating in the long‐term interests of the organization, or whether they believe that those at the top are primarily motivated by their own interests. All these views can be put together within the word “trust”, which itself reflects a perceived sense of fairness. Unfortunately, this issue is virtually ignored and the only reference to trust is (p. 4) quoting another study that found “that along with – or instead of – the intended benefits, change initiatives have produced cynicism and burnout, damaged working relationships and people, and reduced loyalty and trust.”

There is nothing technically wrong with the ideas in this book, it is just that effective change has as much to do with our heart and soul, as with our mind and body. The final two sentences of the book rightly maintain: “Sustainable organizations will be required to change more, and more often than ever before. The best will ensure that change becomes a part of their DNA and that they are in fact ‘built to change”’. But the technical aspect of change management is often the easy part. The vast majority of failures arise because the appropriate values agenda has not been recognised, and embedded, as the essential element that lubricates the organizational DNA structure concerned with the management of change. If this vital point is not recognised, accepted and action taken, change programmes will still be perceived as essentially manipulative and, as a result, actions will still end up reinforcing the (p. 4) quotation mentioned earlier.