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If one has observed and analysed Indonesian organizations
in the past decades, one cannot but conclude that the amount
of changes in organizations has grown tremendously over the
past decade. Powerful “macro” forces are at work and these
forces may grow even stronger over the next few decades. As
a results more and more organizations will be pushed to increase
efficiency, improve the quality of products & services,
locate new opportunities for growth, and increase productivity.
To-date, major change efforts have helped some Indonesian
organizations adapt significantly to shifting conditions,
have improved the competitive standing of others and have
positioned a few for a far better future. But in too many
cases the improvements have been disappointing and the damage
has been appalling, with wasted resources and burnout, scared,
or frustrated employees.
To some degree, the downside of change is inevitable.
Whenever people are forced to adjust to shifting conditions,
pain is ever present. But the significant amount of
waste and agony we have witnessed in the past decade is avoidable.
A lot of errors have been, the most common of which are:
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Attempting too little too late or too much
too soon,
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Allowing too much complacency,
-
Failing to create efficient powerful guiding
coalition,
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Underestimating the vision,
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Permitting obstacles to block the new vision,
-
Failing to create short-term gains,
-
Declaring victory too soon,
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Neglecting to anchor changes firmly in
the corporate culture.
In many instances, above errors have resulted in the following
consequences:
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New strategies are not implemented well,
-
Downsizing does not get costs under control,
-
Re-engineering takes too long and costs
too much,
-
Quality programs do not deliver the hoped-for
results,
-
Acquisitions don’t achieve the expected
synergies.
The errors and consequences are not inevitable. With
awareness and the proper competencies, they can be avoided
or at least greatly minimized. The key lies in:
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understanding why organizations resist
needed change,
-
understanding
what exactly is the multistage process that can overcome
destructive inertia,
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and, most of all, having the required competencies to
lead and drive that process in a socially healthy
way.
If one has observed and analysed Indonesian organizations
in the past decades, one cannot but conclude that the amount
of changes in organizations has grown tremendously over the
past decade. Powerful “macro” forces are at work and these
forces may grow even stronger over the next few decades. As
a results more and more organizations will be pushed to increase
efficiency, improve the quality of products & services,
locate new opportunities for growth, and increase productivity.
To-date, major change efforts have helped some Indonesian
organizations adapt significantly to shifting conditions,
have improved the competitive standing of others and have
positioned a few for a far better future. But in too many
cases the improvements have been disappointing and the damage
has been appalling, with wasted resources and burnout, scared,
or frustrated employees.
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