Change management in our VUCA world: definition, models & success factors
What is change management?
“ongoing adaptation of corporate strategies and structures to changing conditions”.
What is VUCA?
VUCA– Volatility:
Volatile, changeable, fleeting, unsteady, rapid change
It is not possible to predict when a situation will change or in which direction; things that were previously stable can change, and drastic, disruptive changes are happening more and more frequently. Due to these rapid changes, it is impossible to predict which products a company will offer in the future and, as a result, who will be customers or competitors in the near future. This requires a high degree of innovation capability from organizations.
Here you can read more about how to bring innovation into your company.
VUCA-Uncertainty:
Uncertainty, unpredictable, no strategies available
Uncertainty means: surprises are to be expected. However, it is no longer possible to calculate whether a best case, a worst case or a completely new situation will occur. On the one hand, this requires management by sight rather than long-term strategies; on the other hand, it is important to keep abreast of trends and stay informed about possible developments in the future.
Here you can read more about trends and possible developments.
VUCA– Complexity:
Complexity, multi-options, networking, speed
Global networking, advancing digitalization and intercultural differences have turned economic cycles into complex entities. An action has effects in many directions and subject areas. Due to complex links, it is no longer possible to say exactly what action triggered what, what was the cause and what was the effect. Instead of moving linearly in one direction, it has become necessary to think in many directions and to change strategies at short notice, i.e. to manage your company in an agile way. This will also have an impact on the employees of the future – different skills will be required. We have dedicated several articles to the topic of agility:
VUCA – Ambiguity:
Ambiguity, simple explanations do not work, multifactorial, non-linear, confusing
If a situation is complex and involves a wide variety of circumstances that can change at any time, the associated information is also ambiguous and must be viewed from different perspectives. What worked in one situation (best practice) can go wrong the next time. It is no longer possible to clearly determine what existing facts mean for the future or what actions are to be taken on the basis of a factual situation. Communication about this is also more difficult, as there are very different, justified perspectives on the same situation; sometimes paradoxes arise, which means that a precise assessment of a situation is hardly possible.
The consequences of VUCA
Read our blog article here:
How to create a value profile and use it to change your company
The development of change management
The origins of change management
Kurt Lewin’s 3-phase model
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Unfreezing: The thawing phase – loosening up
In this first phase, the need for change is identified. It is important to clearly communicate this need for change to everyone involved and to justify the change so that there is a willingness to change. This is where change is prepared so that “the system”, the organization, is soft and open to change.
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Moving: The movement phase – Change
The actual change takes place here. It is usually accompanied by a drop in performance. If the preparation in phase one went well, the implementation of the change is easier.
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Refreezing: The freezing phase – Stabilizing
The last of the phases is the adaptation phase. Routine should be built up through repetition and practice. The performance curve is rising again. However, there is a great danger of falling back into old patterns. It is important to check whether the changes have taken effect until they are fully integrated into everyday life.
The 8 phases of the change process according to John P. Kotter
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Create a sense of urgency
Raise awareness of the urgency of change in the company! Communicate risks and opportunities, appeal to reason and emotion!
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Build guiding coalition
Build a leadership coalition that jointly leads and supports change!
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Form Strategic Vision and Initiatives
Develop a vision and strategy!
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Enlist a volunteer army
Organize as large a group of volunteers as possible who are ready and willing to work on the change!
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Enable action by removing barriers
Remove obstacles, change structures and systems that jeopardize the achievement of your vision!
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Generate Short Term Wins
Make short-term successes visible!
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Sustain acceleration
Keep driving the change! Support employees who are implementing the vision, apply the new processes to new projects!
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Institute Change
Anchoring changes in the corporate culture. Communicate the link between the change and the company’s successes.
Read our articles on agile leadership here
Change management yesterday and today:
How is change management changing?
“Nothing is as constant as change”
From a project with a beginning and an end to permanent change
From a clear goal to a rough direction
Formerly top down, today with all employees
Read our article here:
Change Manager: Leading change successfully – definition, background, tips
Trends in change management
- It is already apparent that a new awareness of change management has developed in companies. No company can afford to ignore the need for change. Because it is no longer about earning more money or saving costs through change; it is about keeping your company alive. Grow or blow – because if you don’t move with the times, you move with the times.
- Change projects used to be driven by hard facts: for example, you needed a new program or a new network. Today, we know that soft facts are essential for change: People need to be involved in change. If it is ignored, this can block or even completely prevent change. In many companies, change management is therefore already strongly integrated into project management.
- The third trend in change management is the increased willingness to invest: companies have become aware that they need to make resources such as time, money and manpower available for good change management. After all, if change only happens on the side, projects can fail.
- Another trend is towards the development of change management skills: on the one hand, this means that organizations have internal change managers and, on the other, that change competence is integrated into the core competencies of management. Managers are now increasingly being selected on the basis of their ability to shape change.
The 10 success factors of change management in times of VUCA
1. create an attractive, emotional vision!
We have already said above that targets no longer work. This means, for example, that a one-year business plan whose final result has already been determined no longer works. What you need instead is an appealing vision, i.e. an emotionally charged image that points the people in your company in the right direction. Examples of this: “We are the best in service” or “We are the most attractive employer in the region”. Sure, that’s a bit vague – and it can’t be measured either. Nevertheless, such a mission statement attracts people, motivates them and provides clarity: “This is the direction we need to go!”. Employees may decide for themselves on a day-to-day basis in their own area. The vision provides orientation and if something needs to be changed, employees can use their scope for action.
2. provide internal and external resources!
You need resources for a change organization. Change does not happen by chance – it needs people who shape it and drive it forward, who focus on change. Half-hearted change is detrimental to your company! This makes them untrustworthy and makes further changes more difficult. Ideally, you provide external and internal resources. These can be external consultants, for example, who bring experience to the table and broaden your perspective with an objective view from the outside. Internally, it is advisable to release people for the change so that they can concentrate on it and manage the change from within. It doesn’t always have to be a complete leave of absence, but your employee must have resources available for it. What doesn’t work: Entrusting either external consultants or internal employees with the change, because you need a combination of both.
3. ensure support from top management!
Your change is doomed to failure if the leadership, i.e. top management, ignores it or sends other messages, if the leadership does not support it or even torpedoes the change. You can forget about a change that is managed exclusively by the HR department – you’re wasting your good money. Therefore: Make sure that top management and change management are pulling in the same direction; that both communicate to the outside world at all times that they are fully behind the change and support it to the best of their ability.
4 Communicate openly, make the change transparent!
Change causes uncertainty. It scares people to leave their familiar paths. It is therefore very important that you communicate openly at all times. Choose carefully when you speak to the entire workforce and how you do it. Think about what messages you want to get across to your employees and how managers can convey these messages. The top priority is the greatest possible openness in order to give people in the company orientation and security.
5 Involve every employee and give them room for maneuver!
If you want change to actually happen in your company, if you want your company to really develop in the desired direction, then you need the support of all employees. This means that you should involve every employee. An employee who is left out will at best ignore the change, but is more likely to resist it. It is therefore extremely important to involve everyone and to apply the well-known slogan “Turn those affected into participants”. Go further than that: make those affected responsible. Let your employees shape the change in their area themselves. Don’t give orders from above, but allow freedom of choice. You need mechanisms that allow your employees to take ownership of the change, to be passionate about it.
6. make sure that all managers take responsibility!
For a change to succeed, all your managers must take responsibility for it. Everyone should have the topic of change on their agenda: Even the project manager in production should have the will and awareness to help shape it. It is not enough for Human Resources employees or external consultants to initiate change. All managers must be involved and act as change managers themselves. There are certain methods to achieve this.
7. plan opportunities for exchange!
The vision and the associated changes must remain in focus and must not disappear again. This means that employees must be able to exchange information on these topics on an ongoing basis. Even when hard facts are changed, for example when a new program is put into operation or a new process is started, the soft facts are affected: People in the company have values and feelings about this and behave accordingly. These soft factors can only change if your employees can communicate about them. So if you are planning a change, then include opportunities for communication in your plans!
8. give room to emerging resistance and use it for change!
The exchange among your employees should not only – but must – deal with the resistance that arises. Change scares people because they leave their security behind and there is no way of knowing what lies ahead. They often develop an unwillingness to accept new things because it is naturally much more comfortable to continue doing things the way they have always been done. In order to deal with these fears and resistance, it is necessary to put them on the table. You should make room for this – and handle it with understanding: Offer your employees a platform where they can express themselves and be understood! At the same time, there also needs to be clarity that the change is necessary and will be implemented. This balance is the trick: stick to the change and still allow resistance to it. Your employees may come up with useful ideas on how to make the change even better.
9. put your faith in the right people!
When we tackle change, we can expect around 10% of those affected to turn out to be notorious complainers and resistors. This in no way refers to the natural resistance just mentioned. Rather, they are people who demonize change with a lot of verve, take up a lot of space and block it, which tends to harm change. On the other hand, there are around 10% of the workforce who are quick on the draw, who find new things exciting, are enthusiastic about them and set the right tone straight away.
In between, rather restrained: A large group of employees who are taking a wait-and-see approach. – Is this just another sow being driven through the village or is it possibly a measure that really makes sense? These employees take a close look at the 10% on both sides. Depending on what they experience, they decide which direction to take.
How do you deal with these trends?
Don’t worry about the people who are notorious whiners! While you should accept their resistance, it is better to focus the majority of your resources on those who are at the forefront. Create forums, amenities and design options for your enthusiastic employees! Show your company that it is worth focusing on change. Highlight the people who are successful in change! Do not spend more time on the doubters than on the others! Here, too, the right balance is required: concerns should be listened to, but the focus must be on welcoming the change with joy.
10. keep the change alive!
With every type of change, there is a phase of euphoria and optimism at the beginning. But once the initial enthusiasm has faded, it often becomes exhausting. How easy it would be now to return to the familiar waters. Now we need time and patience to continue the change we have started and keep it alive. Stay persistent! Focus on change dynamics as a permanent quality of the company. Check the direction regularly and steer the change towards the current version. Be consistent. Don’t give people a chance to fall back into old behaviors: Switch off old programs and make old processes impossible. They can do this easily if they assign one person exclusively to drive the change.