As economic and social conditions change, the pressure to be flexible and responsive will continue to mount. People in leadership roles will be expected to foresee what’s ahead and to make on-the-job adjustments without losing momentum. 

The future vitality of your organization will depend on its ability to change with minimum upheaval. Selecting the right strategy from those described below makes the process of change less personal and more practical. It also puts you in a better position to positively influence the way your people respond. 

An organization, just like an individual, will change only when it’s ready. The challenge is to get the various players prepared at the same time. Keep that thought in mind as you digest the following change strategies.

Over The Horizon – This strategy is also referred to as long range planning because it implies that things will be different somewhere down the road. A long view allows plenty of time to absorb the potential effects of change before anything serious happens. Folks have time to consider how the change may impact them individually and collectively. Opportunities are provided for people to share their concerns with management. Periodically, the plans are modified and accommodations are made to ensure buy-in. 

On The Edge – This pragmatic strategy is also called transition planning. It has a fixed time frame with specific commencement and completion dates—usually measured in shorter increments—12 to 15 months is typical. The bottom line is brought clearly into focus as costs and profits are scrutinized. Attention is directed to the rate of return. Marginal products and services are dropped or put on hold. Efficiency experts reduce costs, eliminate waste, and get rid of the dead wood. Performance expectations and productivity targets are aligned to match income forecasts. This strategy is frequently tied to the budget cycle and usually involves the entire organization. 

In Your Lap – The hottest new strategy is euphemistically referred to as rightsizing or restructuring. Actions include drastic cutbacks, massive layoffs, and sudden closures. Whole industries are relocated, sometimes to other countries, in pursuit of lower production costs. Usually kept under close wraps until the last minute, this strategy catches people by surprise and sends shock waves throughout the organization. Often used to preserve only what’s still viable, it can be devastating to the unprepared. It does have a positive side. Recovery is possible and the benefits can be immediate if the change is staged as a reformation.  Similar to the Phoenix rising from the ashes, a recovery can resemble a miracle.

Next time you’re given the responsibility for managing change, keep in mind that there are two key elements to consider—time and depth. If an organization’s core values are deeply embedded, it will either take a long time or a lot of pressure to bring about change. On the other hand, if the core values are shallow or haven’t taken root, the change can happen quickly.

Assessing Core Values

The concept of core values is easier to understand when it’s presented in personal terms. For example, how you’d respond to this question: Which would you find the easiest to do? (a) Change your clothes. (b) Change your weight. (c) Change your religion.

The most obvious response is (a). However, if you apply a time factor to this choice you can see how the answer might be affected. For instance, let’s say that a while back you agreed to take part in your best friend’s wedding and just now found out the cost of the required attire. Money being tight, you might wish that you could change your mind instead of your clothes.

Response (b) might not be your first choice because a weight change is so difficult and time consuming. However, if your blood pressure is high and your doctor has told you to diet you might be anxious to shed a few pounds. Think also about the overweight boxer who’s facing disqualification unless the pounds come off before the next fight. When the motivation is there, change can happen quickly.

Response (c) is not your choice either because to changing your faith is unthinkable. However, you might become disillusioned and switch religions because you’ve found something more meaningful. You might also convert to another religion if the person you marry is happy in his or her faith. Love is a powerful change agent.

The key element in all three responses is personal readiness. When an individual is motivated and ready, the change will occur as if it were a natural event.