Managing change

Change is the only constant

Organizational change is also key for the development of the company. This is the movement of an organization away from its present and toward some preferred future state to increase its efficiency and effectiveness. Change can be internal such as change in mission, key business objectives, new employees with new ideas, poor performance, change in the management or External change due to Political, Economic, Social, Technological, Environmental, Legal.

Change also can be divided to Evolutionary or Revolutionary. Evolutionary is the Total Quality Management (TQM) and the way of life for an organisation as a whole committed to total customer satisfaction through a continuous process of improvement and the contribution of people. Revolutionary is the Business Process Re-engineering (BPR), the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.

Strategic change

Cultural change

Technological change

Changing organizational structure

Planning a change programme – set targets for each step of the implementation phase and follow smart principles, clearly communicated. In addition, analyzing the situation, determine what works well, what could have been done better and develop plan for subsequent changes.

If the organization decide to change, there is a three key question to consider

  • Where are we now?

  • Where do we want to be?

  • How to get there?

Barriers to successful change

People implement change, but are also, the most important barrier to its success.  Some reasons for resisting change is for example:


  • Preserve existing routine (comfort zone)
  • Protect pay and employment
  • Avoid threat to security and status
  • Maintain group membership
  • Dislike of uncertainty
  • Misunderstanding/ lack of trust

Key requirements for successful managing change involve and consult those affected
at every stage of the decision-making process


  • Political support via a guiding coalition of powerful people within the organisation
  • A sense of urgency
  • Detailed implementation plan
  • Communication is also very important. People are key. They need to know what is going on
  • Anchor the changes – reward key players, update policies and procedures.