Better Change

New ventures and even existing businesses are not immune to the
powers of change. Change also happens when it is least expected and the
interaction between changes definitely can lead to drastic and dramatic
shifts in a business. So how do we become better at change? Is it
possible to become a change master? How can entrepreneurs better utilise
change to their advantage?

A business is often as good as the manager or leader in the
organisation. This leadership theory extends further to say that the
person is as good a leader as they are a person. So a good leader will
be a good person and will run a good organisation. While the empirical
evidence for the two-way relationship between goodness and leadership is
not perfectly correlated there seems to a natural link between the
sustainability of leadership and the inherent qualities of the leader.
This forms the basis of integral management theory as proposed by
Shewart and Deming (1939) and further developed by others in literature
(Avilo, Galindo, Mendez, 2012; Walton, 1986) and it starts giving us
some new ways to look at change.

It basically states that the leader needs to be an expert at managing
change. This means both responding to change and also creating
change.

Very few leaders that are worth their salt does not ask what they
need to change to make the business work. But it is not always
responding to change that is the challenge but also how to initiate and
sustain it.

Organisations need to change constantly. It seems that we all want
“out of the box” perfect businesses and that planning and constant
backwards and forwards engineering of processes consume most businesses
and entrepreneurs. What most businesses often ignore is the market
forces that necessitate us to look at change differently. We cannot
however manage every required change as the business grows – so the
question becomes how we maintain our culture and perspective that made
the initial business successful.

As the social and business environment is constantly evolving, new
entrants are entering markets, consumer preferences change, trends come
up and the very people that you employ also change. Each person also
changes and this change has an effect on the world around that person.
There is a constant ebb and flow between seeking growth and accelerated
performance while balancing with the realities of people that are
expected to deliver on this.

To become a change master one has to start asking what is the changes
that if you make them today will have a meaningful and long term
positive impact on the organisation and to actively work towards that.
This change needs to be embodied in the organisational vision or dream
and needs to re-inforced at every turn possible.

To make a change based approach to entrepreneurship work it requires
a long hard look at the facts of the business and to act on these
premises to build a conclusion that is in line with your vision. If you
see that the facts that are in front of you will lead to a result that
is different from you vision – you have to start asking – what needs to
change?

Once you find the change that is required – arguably the rest of the
process is much easier.

It may be tempting to look at change as something that is delivered
by consultants. Change is not easily something that is bought for a fee,
however it may be useful if dramatic and incisive change is required in
an organisation to employ these change experts and it is often useful to
have to someone around to blame if it does not work. However – we may
have moved beyond a more structured approach to change management as
proposed by Kotter (1995) and can say that purpose driven change
management presents a new paradigm in which real and systemic change in
organisations are facilitated through a clear understanding of the
purpose of the business to its customers and the subsequent operations
that are required to support this customer driven focus through the
purpose of the internal stakeholder.

Linking the customer purpose to the purpose of the individuals in the
organisations is a powerful approach to massive success. We all like
working for companies that make us happy and that makes their customers
happy.

To this effect many propose that the correct process is to

• Dream;

• Execute; and

• Review.

This model assumes the following methodology:

• The company started with a dream and goals that generally arise
  from the entrepreneur’s personal or business philosophy.

• The entrepreneur’s business philosophy founded a group of
  policies that govern each of the strategic activities of the company, by
  a group of procedures for each of the links in the chain of
  success.

• The entrepreneurship proceeds to design and to enforce the
  activities proposed by the policies designed.

• The established procedures produce results that must be reviewed
  by a battery of diagnostics and must be compared with the original dream
  goals.

• The review could imply, if difficulties in achieving the goals
  appear, the introduction of decisions to correct the situation, trying
  to obtain continuous improvement and the achievement of the dream
  goals.

The strength of the dream and the skills of the entrepreneur or their
management to drive the correction towards the dream will determine the
progressive realisation of the vision as outlined.

This approach to managing change is supported by an action learning
methodology which is based on the premise that you

• Learn;

• Correct;

• Redefine; and

• Execute.

The principles underlying action learning are:

• learn from personal experience and from the experience of
  others;

• consider the challenges posed by other entrepreneurships and
  listen to the suggestions of others;

• listen carefully to others in an environment with no
  prejudice;

• develop several possible courses of action that facilitate the
  entrepreneurships to develop their business and problem solve;
  and

• review the results of actions, taking into account the opinion of
  other members of the group and share the lessons learned.

We have to decide what to change today to make the business move
closer to a dream and a future reality that is desirable to our
customers and other stakeholders. We have to be decisive about these
actions and execute on the changes – making sure that they are anchored
in the organisation and that they continue to contribute to the on-going
success of the organisation. We also need to let go of our fear to
change things.

To really get better and to stop our business from getting stuck into
a pattern that makes it resistant to change – we have to be open and
inviting to change and also be the creators and masters of change or
else things will change around us and we will be the victim of
change.

Conclusion

Change is real. We have a choice to determine if we will change the
world or if the world will change us. This choice is made by the
millions of little actions that we do everyday to move closer to our
dreams. If we start ignoring the sense that we are moving further away
from where we want to be – then we are being led by change. To get back
to our true purpose, dream and vision we have to make decisive steps to
learn from the environment and share and grow with others to bring us
closer to that vision. This is the call – you better change and you have
to be better at change.

Kotter, J.P. (1995) Why Transformation Efforts Fail, Harvard Business
Review, Mar 1995.

Shewhart, W.A. and Deming, W.E. (1939), Statistical Method from the
Viewpoint of Quality Control, The Graduate School, The Department of
Agriculture.

Edgar Muñiz Avila, Miguel-Ángel Galindo, María Teresa Mendez, (2012)
“SERCREA+ model: a business tool for change management in Mexican
organizations”, Journal of Organizational Change Management, Vol. 25
Iss: 5, pp.736 – 747

Walton, M. (1986), The Deming Management Method, The Putnam
Publishing Group, New York, NY.