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Too Much Change (Management); Research Says Otherwise

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Seems like over the course of many complex NGKF consulting efforts clients present the issue of change management in a negative light; sharing apprehensive statements like “It will ruin our plans”; “The organization cannot handle it”; “The capacity for change is limited”; or the all-too-common “It’s not the right time. Let's delay the project”.

I just returned from my fifth straight year attending the Wharton Leadership Conference‎ in Philadelphia, and this year Accenture kicked off the annual event. Keeping with the “Leading to Make a Difference” theme, the speaker discussed a recent survey of over 500 CEO and Operational Executives and the findings were as delightful as they were insightful. Below is a sampling:
 
Myth: Too much change, too fast, is destructive to the organization.
 
Research Says: High performing groups have more change taking place in the workplace and usually at a "healthy" pace.
 
Myth: Change takes organizations off course, inhibits profitability and leads to dysfunction.
 
Research Says: Change does not cause organizational dysfunction; it merely exposes it.
 
Myth: Change has to be top down; the "C" Suite has to not only be involved in the change concept but own it.
 
Research Says: Change radiates out from the center of the organization. The “C” Suite has to set the vision, remove barriers, be an impactful catalyst and embrace the end state.
 
I loved this positive perspective on change management but I think it makes more sense with one small finding coming from my own observations from 30 years of experience in management consulting:
 
Myth: Leadership and organizational sponsors will rise to the occasion no matter the resources that are available.
 
“Hess” Research Says: Risk-minded firms fail to manage sensible change much more than opportunity-minded firms. The latter has a greater "capacity" to design a change platform that cannot fail.
 
What do you think?

*The source of this post was a speech given by Deborah Brecher, (Managing Director, Accenture) titled “Unlocking the Capabilities of the Workforce of the Future in a Digital Age”, at Wharton’s 20th Annual Leadership Conference on June 15, 2016.

Robert Hess
Executive Managing Director, GCS
 

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Newmark Global Corporate Services (GCS) combine strategy and execution to optimize our clients' internal corporate real estate functions. Integrating management and operations consulting with real estate advisory and CRE delivery services, GCS provides a centralized approach; helping a broad range of clients worldwide achieve their business goals, streamline operations and realize cost savings. 
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