How to Achieve Successful Organisational Change

Based on the article "Achieving Organisational Change", Training Journal, January 2010 pp 38- 42

Author: Mark Eaton

Achieving successful organisational change can be difficult within large organisations. Change within organisations is inevitable in a time when new developments, technologies and ways of working are constantly being upgraded. However, whilst firms may have planned all the advancements they wish to pursue, they might not necessarily be achieving this change effectively. Is the organisation's capability really up to scratch?

Mark Eaton, author of many change articles such as "Achieving successful organisational change" and "Why change programs fail" , has began to primarily focus on this particular topic and to address creating the right environment for improvement. In today's current business climate it is important to try and achieve successful change in the first instance as to save vital resources such as time, money and energy which may not be so fluidly available as before.

This mirrors the increased focus on the capabilities of organisations especially in terms of performance, this which has brought the resource - based view of the firm, (Grant's model) to the fore. This model emphasises how some firms are capable of creating an environment which motivates individuals to work in a collaborative setting thus aiding in the achievement of successful organisational change, whilst other firms struggle to do this.

But why is this so? Many a time, the finger can be pointed directly to the organisational environment, which focuses on the norms, beliefs and behaviours within an entity. These have been created over the life of the organisation and have been instilled as traditions and ways of working within everyday life. The organisation may have the capabilities but these may have been deterred by the organisation's norms and assumptions. Changing such ways can be difficult for organisations to accept and may cause frustration and anxiety on the part of some workers. It effectively is all about the culture of the organisation; whether proactive or otherwise, the prevailing culture has a major bearing on how the organisation operates, especially when positioned in a competitive marketplace.

Although cultural change can be achieved, it is important to note that it may not be successful and that it won't automatically happen overnight due to some beliefs and assumptions being so engrained in the organisational workings. If change is to occur however, both the workforce and their leaders, must operate as effective role models for the transformation. If change is to be reinforced, it must be acted upon by management to emphasise that this change is permanent and is for the good of the organisation as a whole.

It is important to be aware that any noticeable cultural differences between departments may also play a key part in slowing the process of change and its overall success within any organisation. Each department may have a certain way of working; they may have different leaders whose leadership qualities may instil particular behaviours amongst departmental staff. Therefore it is vital that a common ground is formed between all organisational levels and departments to build a shared vision of the need for change.

"The seeds of change must be planted by embedding procedural and behavioural changes in the organisation long before any improvement initiative is launched."

Adapted from Roberto M A and Levesque LC "The Art of Making Change Initiative Stick" MIT Sloan Management Review Summer 2005 p.53-60

But what kind of culture and environment should the organisation transform into?

A quote from an unnamed NHS chief executive in a report by the NHS Institute for Innovation & Improvement puts this in perspective.

"Every enterprise is actually four organisations: the one written down, the one most people believe exists, the one that people wish existed and, finally, the one that the organisation really needs"

In choosing the right change factor for the organisation it is important that it is in alignment with the level and type of competition faced by the organisation as well as meeting the targets set by stakeholders of the organisation. Creating the 'right' environment is very much centred on identifying the difference between the current environment and the actual environment which needs to be created and by doing so will lead to a more successful change transition. The focus may also be on the creation of an effective environment, an environment which allows you to develop and sustain competitive advantage.

As a result, Mark Eaton stresses that there are a number of important points to note

  • Link actions and improvements to what really matters - Making it clear why certain things need to be done and why the change needs to happen is essential to success.
  • Being 'future orientated' and providing leadership and vision for others is also a prerequisite for success.
  • Remember organisations are perfectly designed to get the results they get
  • Make quality and improvement everybody's responsibility
  • Be responsive and flexible - No one action of approach will fix all the issues and leaders need to be flexible and capable.
  • Celebrate and communicate - focus on celebrating every success and encouraging the 'early adopters', getting them to help sell the changes to the rest of the organisation.
  • Adapt and evolve -As you make your changes, be aware that the world will continue to change. Some things will work and others won't.

("Achieving Organisational Change", Training Journal, January 2010 p. 42)

By taking on the above guidelines and realising that there are a number of factors which can contribute to successful change, the organisation can be assisted to activate a smooth transition.