Building Organisational Change Capability

Change capability is having the professionalism and expertise in the understanding and management of change. It requires a definitive structuring and a finite intent to have a successful impact. In an era when organisations are fascinated with rapid and constant change, the idea of building solid organisational change capability is not given the necessary emphasis required to succeed. Having solid change capability within an organisation allows you to structure and decide how change happens in your organisation. By building a solid competency in organisational change capability, the enterprise has a competitive advantage within the industry, as changes and transformations within the organisation are managed and well-executed.

One key contributor to enhance organisational change capability, especially in multi-unit corporations, is active and visible senior management involvement. The change which is enforced must be applicable across all facets of the organisation. By structuring your change in accordance with organisational objectives, leaders of the organisation can develop a clearer strategy in helming the change, which would contribute to building change capability. The success of the organisation is of paramount importance, and change should be constructed to adhere to organisational goals.

Change capability should also be treated as process, and executed with a holistic approach. There should be a comprehensive framework where change capability is structured around, introducing change in a structured and progressive manner, and carried out accordingly. Start off by understanding your current position within the industry or market, and formulate an action plan which corresponds to the organisational vision.

By building change capability, leaders and employees are able to increase organisational competitiveness and relevance within the industry, whilst simultaneously honing individual prowess. Included below are some alternative strategies to building change capability, which provide advice derived from commonly made organisational mistakes.

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“Defining the future state of the organization provides direction and a way to evaluate your progress. It also creates stability when the excitement around change management ebbs and flows. Unfortunately, many practitioners begin pursuing change capability without ever defining what they would look like if they were successful.

Organizational agility and a change management capability have many moving parts. You cannot grow your change agility if you are only doing one of the following:

- Training people

- Hardwiring change management activities into a project management approach

- Creating a Change Management Office

All of these approaches have merit, but without a holistic approach you end up with isolated tactics that fail to drive a true core competency.”

Inspiration: Four Tips for Building Organisational Change Capability

Image Source: europeanbusinessreview.com

Benjamin Lee Cheng Han | Benjamin is a student of International Relations at the University of Nottingham, currently exploring unchartered realms in the Public Relations field. Writing is clearly his interest – a decisive contributor to his foray into the public relations industry. To date, he boasts the proud record of having tamed one of the office cats, and drinking expired tea from the pantry.