Drivers of World Change & Change Management

Today we examined the various factors that lead to world change: environmental drivers such as evolution (transformation from a baby into adult results in both physical and mental changes) and Germs (such as the Plague and it's devastating effects on Europe during the Dark Ages), Scientific Discovery, Globalisation and Changing expectations and tastes. Next, we talked about Change Management and summarised 3 ways by which we cope with change; We be pro-active and anticipate change before it arrives and make change happen, we be reactive and change only when required, or we remain in a state of ignorance and be "surprised" when change happens and cope with the consequences without doing anything significant. We also learned about the "Pessimism-Time Curve" where we have a tendency for positively perceived change by optimistic. However, that optimism inevitably transitions to  informed pessimism when reality proves to be different from our expectations. The peak of the curve is basically where we lose our expectations and hopes. Once communication steps up, we become hopeful again and we move on to "informed optimism", and finally "Completion". We also highlighted the difference between Leadership and Management where leadership provides the drive and means being at the forefront of change, guiding and leading people. Management on the other hand refers to the implementation of ideas to make that change a reality. Finally, the only true way to achieve success is to be courageous enough to take an unprecedented step forward, take the risk and embrace the possibility of failure when implementing change.

" Only those who dare to fail greatly can ever achieve greatly"   - Robert F. Kennedy

Drivers of World Change: In the article about the Zambian Construction Industry, the author talks about how changes in the world are transforming the landscape of the construction industry and raises some key strategies to further propel the industry forward. The construction industry is moving towards privatisation in order to tap into the benefits of a free-market and is starting to view the ensuing competition positively in the sense that it encourages innovation and a need to develop not just a local profile, but an international one as well.  I find it rather encouraging that even a backward country like Zambia is at least aware of the need to change the way it conducts business and is ready and willing to take that step forward to go against the status quo (government control) and incite positive changes in the construction industry. Undoubtedly, this goes to show how important change is to the survival of firms or whole industries in the national or even global arena. Sadly, it can be noted that not all firms choose to be pro-active and anticipate changes or even invoke changes. This is more of a case in countries with very tight and rigid governmental regulation and whose conservative governments fear losing power over the people should they open the economy and let newness into society. For some firms in developed countries, this may be applicable as well. But, if firms in a developing country like Zambia with a history of massive government control can acknowledge the need for change, there is little reason for firms in developed countries to think otherwise. Perhaps it is arrogance (the I-am-great-and-there-is-no-need-to-change mentality) that has caused some firms in developed countries to remain stagnant and remain satisfied with the status quo in their environment. This is rather dangerous because these firms may very well be eating their words when developing countries like China, India or maybe even Zambia catch up with them within the next few decades. This is exactly how fast change works.

Change Management: The reading "Human Change Management: herding Cats" is insightful and is very right in emphasising the importance of incorporating the "people factor" into change schemes not just superficially, but as a significant portion of the programme. Ultimately, it is the people who make up the organisation and make an organisation work. What's the use of having excellent managers with great strategical plans when you don't have staff to carry out and implement the plan in order to achieve the large-scale effect  of this change. I feel that empathy is key to change management because it means that managers know their employees, understand their needs and seek to reconcile the needs of the organisation with the concerns of their employees. This will make the employees feel valued by the company and increases their loyalty and commitment to the company, thereby even increasing their productivity and positive response to the change. I think the reasoning underlying all this is the fact that people resist change because they feel that they are not in control or when there are associated risks at a personal level. Managers should acknowledge this and ensure that their employees' concerns are addressed in order to facilitate smooth and successful progression and the development to better employee-employer relationships.

Key Takeaways:

1. Brain Drain vs Brain Flux: The notion of the best minds from developing countries flocking toward developed countries for better opportunities thereby resulting in a lack of academics in developing countries is untrue. Increasingly, we see that the best from developing countries are returning to their home countries to catalyse change and help bring them out of poverty.
2. CIOs today are not only concerned with the IT infrastructure of the company but with business strategies as well. In order for CIOs to come up with better IT infrastructure, it is important that they are aware of the way business is carried out in their company in the first place. The crucial role of the CIO now is to find ways to incorporate IT into business strategies, particularly to improve its service and cut costs.

Overall rating: 8/10