When it comes to change and transformation, the landscape itself is always evolving. That’s why it’s important to us to keep our finger on the pulse and learn how global organizations are navigating and driving change.
Associate Vice President Laura Cameron and Vice President Amanda Silvey recently attended London’s Driving Organisational Change Conference to do just that. The event focused on adapting to new working challenges and featured the likes of Amazon, Credit Suisse, the Ministry of Defence, and the British Council.
In this blog, Laura and Amanda highlight their key takeaways from the conference.
How can organizations manage relentless disruption?
To get through periods of disruption and achieve sustainable transformation, organizations must humanize change. This means creating a narrative where employees feel motivated to progress, rather than mandated to perform.
What do organizations need in order to do this?
Data and technology are, of course, critical. But these should enable people to do their jobs, not replace them. Leaders should meet employees where they are—on their terms—while respecting work personas and cultures.
What can employers do to support their teams?
You’ll need to make sure employees feel like their voices are heard, they have autonomy, and they can achieve meaningful outcomes. This means trusting them and being transparent—all at once respecting their need for security while encouraging their appetite for development. They need to be part of the action too, otherwise their confidence will stagnate.
Why must leaders believe in the future they shape?
With care, courage, and contributions from every level, the organization can work to elevate individual potential alongside organizational resilience. And by preserving strengths and measuring shifts, changemakers can maintain the essence of their organization cores while aggressively—and positively—reinventing their possibilities.
What were the conference’s key themes on driving organizational change?
There were many, mostly revolving around inclusive, empathetic, and empowering ways to enable change while considering human needs for security, purpose, and compassion. The top eight themes are as follows:
Make change inclusive through flexible options that meet individuals’ needs and lifestyles. You should help people connect change to their purpose.
Communications must spark interest and invite participation. Leaders should share stories and make symbolic gestures to signal the importance of change.
Technology should improve experiences and provide insights and guidance that helps to support change, rather than dictate processes. Make sure employees don’t feel like they’re being replaced.
Change resonates best when there’s local ownership and autonomy in adopting new ways suited to each team's situation.
Leaders can build confidence in change by being honest and visible. Trust is earned when organizations listen and effectively respond to employee feedback.
Change must stimulate progress while preserving an organization's strengths and core identity. This way, leaders can ensure they maintain engagement.
Regular check-ins on what’s working and what needs adjustment will keep change momentum going. This will also avoid fatigue with constant change initiatives.
Build in focused recovery time so that teams can gain energy and the objectivity needed to sustain change. Continual reform without reflection will only increase the chances of resistance.
Meet the Authors
Laura Cameron
Amanda Silvey