How difficult can change be?
Your results tomorrow depend on the actions today of the organisation you shaped yesterday. Therein lies a delay from management board thinking to organizational action, but the challenge is much more complex than that.
The organization will be prone to status quo bias, to not invented here syndrome, to limited bandwidth, to making sense of the communication based on their own internal map of the world.
On top of that typically, besides the top down communication, all other cues will scream business as usual – targets, organizational structure, resource allocation, decision making rules, feedback mechanisms, promotional requirements, training etc.
How do we align our organization with our strategy?
The first step is defining your desired outcome and realizing what kind of change you are dealing with. Are you looking at a large transformation, alignment of the organization or executing a few cross functional strategic priorities? Each demand a different approach and can last anywhere from 3-12 months.
The next steps involve understanding context for the change, building the intervention and finally continuous testing for adaption. Some interventions that should work, do not – and some that should not, do. In the EAST concept exemplified above we focus on next practices in change.