To Bring a Technology Change Organisations Must Work Inward

by July 14, 2019 0 comments

It is well said that change is the only constant. In the technology dominant world today, change is an ongoing process and businesses are running at a faster pace to adapt. To survive enterprises, need to deploy new technologies and constantly reinvent themselves. To incorporate new technologies, organisations rely on Technology Change Management (TCM), a process to identify, select, and evaluate new technologies in a bid to incorporate the most effective one in a software system.

Technology is an important component of organizational change management. The most important fact is that it changes at a brisk pace, while in contrast, organizations absorb change logarithmically, leading to a huge gap between adoption and the pace of change. So how do enterprises ascertain that their change management suits the pace of technology change? The answer lies looking inward when the top management embraces technological change and helps the lower management to adapt to the ongoing process.

 

The Secret Behind Change Management

1. Successful change management begins at the top level. It is imperative that the C-Suite fully invests into developing a focused vision and strategy for change which can be communicated easily lower down the hierarchical ladder.

2. Change management must cascade down at each layer of the hierarchy. The middle management has to drive the change and it will only happen when the C-Suite adopts a change-centric mindset by communicating vision and strategy relentlessly, using every available channel.

3. The next step is to create accountability to change adoption by monitoring the results. The higher management must reward and celebrate those who adapt to change management and inspire others to do so.

The C-Suite needs to evaluate the overall IT manageability, skills gap and innovation competency to ensure that change management with technology adoption is on the right track moving up to the high level of organizational maturity.

 

Successful Change Management Mode

To accommodate the change and the transition process, the C-Suite has to implement organizational modifications. These organisational modifications and mechanisms can be related to training, incentive schemes, employee participation, organization design and structure, in addition to technology choice and development. Often organisations go for a change in one level of mid-senior leadership for smooth change management. This helps as the new leadership brings new ideas and a fresh zest to implement the change effectively.

 

The Case of Employee Participation

When it comes to adapting technology changes, reconciling employee participation with the reality of job loss, deskilling, or reduced responsibility is a tough task for the C-suite management. To enable smooth employee transition, organisations need more research to explore the meaning of employee participation. Further it is important for organisations to understand the most cost-effective roles at various stages of the change process and in multiple cross-functionalities within the organization. Organisations need to measure skill levels of its employees in addition to job variety, job experience and task authority. This would allow them to move ahead with comprehensive comparative studies over time between their competitive industries and their change management adoption levels. A realistic measurement of the current and projected skill levels along with training requirements is necessary for the efficient employment planning at the organisation levels when it undertakes the digital transformation journey.

 

The Cheer of Rewards and Incentives

Organisations undertaking the change management journey have to proactively act on the discussion of rewards and incentives keeping in mind the interests of its employees. Rewards and Incentives planning should be planned on three aspects which include subjective performance appraisals, short-term versus long-term goals and allowing for mistakes. The longer is the proposed technological adoption change, the more time will be involved. So, it is important to set times to measure accomplishments, keeping an emphasis on time for errors, reassessments, and planning for adjustments. To increase organisational flexibility, development of flatter organizational structures is the need of the hour, with fewer layers of management levels involved, thus reducing the hierarchy of the traditional management pyramid.

In a nutshell, technology change and implementation is a complex process facilitating and requiring organizational change. It is a time-consuming process, underlying the calls for user input, cooperation and flexibility with a fundamental shift in resource planning, employee re-skilling and strategies dedicated to technological design. Successful change management comes with increased autonomy and responsibility into employee roles at all levels. The drive to a collective technology change must come from inward where managers give up control and become resources encouraging cooperation and trust rather than remain authoritarian guards.

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