By David Miller, CEO and Founder Changefirst
Fortune magazine reported in The War On Big Food that due to changing consumer demands the top 25 U.S. food and beverage companies have lost an equivalent of $18 billion in market share since 2009. It’s not just the obvious candidates who are under-going change. Even long standing incumbents in industries which you would think are immune from disruption are facing change.
So, what’s to be done? We identified four stages of change maturity and only the two highest, listed below, can give organizations any comfort. These are:
- Organizational Change Management. This requires the ability to deliver individual projects or programs through a consistent and effective change management process, change management toolkit and change management training. This - on its own - is not a simple task for many organizations to achieve. The sheer effort required to build consistent capabilities can be daunting to under-performing enterprises.
- Enterprise Change Management. This takes the organization to a new, higher level. This is needed where the level of change is so disruptive that organizations need to take make change capability building part of their DNA. They need to create one of the key building blocks for agility. They do this by proactively managing their change capacity, building a resilient workforce and developing more adaptive forms of leadership. They are in place where just being great at Organizational Change Management is not good enough. The danger is the organization sinks under the weight of the change.