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Change is a continuous process. According to Einstein, "The only
constant is change". Those who do not embrace change are like
dinosaurs. In this new economy, organizations or individuals will either
have to change or be changed.
The rate of success of change efforts in various organizations has not
been satisfactory. Huge monetary investment and involvement of skilled
personnel alone do not guarantee successful implementation of change efforts.
The root of failure has been attributed to resistance to change among
the stakeholders.
According to Douglas K. Smith, "Resistance to change is used too
often as an excuse for failure rather than a motive force for success…It
is the ignorance about the underlying nature of our reluctance and what
to do about it, and not the reluctance itself, that kills change in people
and organizations."
The only person who likes change is someone who is not comfortable with
his/her current environment. People may not change even if they understand
the benefits of change if they feel that their position is threatened
and personally they will not gain anything from it. Simply put, change
is an art rather than science.
Traditionally, the role of change had been marginalized. Change was normally
treated as part of human resource activities and training. Nowadays, change
has been widely accepted is considered a must in project implementation.
However, the lack of qualified change personnel who can deliver the change
process is the greatest challenge facing most organizations.
In MSCTC, we believe that in order to be successful change management
must be based on the following proven principles:
| 1. |
Change is a process that can be enabled,
not managed |
| 2. |
The change process must be linked to
business & performance goals |
| 3. |
Building capacity to change is a strategic
imperative |
| 4. |
Building capacity for change is an evolutionary
process |
| 5. |
Effective change processes require a
systemic view of the organization |
| 6. |
The change process involves both organizational
and personal transitions |
| 7. |
Behavioral change is a function of perceived
need and occurs at the emotional, not the intellectual level |
| 8. |
Resistance to change is predictable
reaction to an emotional process and depends on a person's perception
of a change situation |
| 9. |
A handful of change enablement best
practices account for the success of most change processes |
| 10. |
Change strategies are situational |
MSC Technology Centre, with experiences in implementing various change
programmes in various organizations locally and abroad offers various
change management services to facilitate the success of change efforts.
We believe that Change Leadership as the most critical determinant of
success in any project implementations. By forming "The coalition
of the willing" within the organization undergoing change, change
resistance can be better addressed. MSCTC consultants with hands-on experience
in change efforts will assist in the development of change management
strategy and plan. The plan will include all areas of change unique to
a particular organization. We will also be part of the implementation
team to assist with knowledge transfer and be accountable for the success
of the change initiatives.
If your change efforts fail to make a different in your organization or
if you are not sure how to go about implementing change, MSCTC is willing
to offer its innovative and proven solutions. Please contact Anuar Yaakub
at anuar@msctc.com.my for further details and assistance.
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