If you are poor, you will change, and if you change, you will pass.
In the past 30 years, the word "reform" is a kind of "political correctness". Whether it is a top-down reform, such as the top-level design of the Central Committee's Decision on Comprehensively Deepening Reform adopted by the Third Plenary Session of the 18th CPC Central Committee, or the reform of farmers' income distribution in Xiaogang Village, Hongtong County, An Wei, the purpose is the same, in order to make themselves better. For enterprises, all changes, whether it is the transformation of business methods or the adjustment of product lines, are closely related to many factors. Therefore, we must make clear the concept of "change is a complex system engineering", and then comprehensively consider it step by step to increase the chances of success. The success of enterprise or organizational change is closely related to at least the following factors:
Culture. Organizational culture determines organizational values and behavior patterns. This is crucial in the whole process of change. It can not only help the success of change, but also lead to the failure of change because of the conflict with change.
Determination. Motivation and confidence when taking action to change. In the process of change, we should create opportunities for people to express their concerns and concerns and give them answers one by one. Let the affected people participate more in the change and form a long-term sustainable innovation enthusiasm. Let change supporters communicate with people who have not made up their minds.
Sponsor. As a leader who initiates, implements and maintains change, he must select talents to form a team to promote change, answer the confusion of participants, win their acceptance and support, and invite them to participate in decision-making. Lead by example and pay attention everywhere.
Change the leadership team. One hero and three gangs, change is not the result of a slap in the head, but a special team is needed to implement various change leadership strategies in daily work, leading people to complete the change process and achieve the change goal. The key lies in three points: finding the right person, single-minded and full coverage.
Communication. The core of communication lies in two-way communication, not blindly top-down indoctrination. The two-way communication between leaders and executors can let the upper level know the feedback from the grassroots as soon as possible, and at the same time let the lower level know the intention and determination of the superiors.
Sense of urgency. As the saying goes, "10,000 years is too long to seize the day", change must establish a sense of urgency, otherwise it will make people feel comfortable with the status quo and it will be difficult to change their actions. This requires people to realize that maintaining the status quo will lead to many problems, thus promoting change.
Vision. For those who need to implement changes, a clear and beautiful vision can let everyone see the future. The key is to let more people participate in the process of drawing a vision.
Plan. Making an effective change plan requires the participation of implementers and opponents, providing detailed information, determining priorities, determining norms and standards, and meeting necessary conditions.
Budget. If you want to change your plan successfully, you must have some investment. The key point here is that sponsors control the budget, not the budget restricts sponsors; Infrastructure investment can not be ignored; Guide people to do behaviors that are conducive to change.
Training. In order to implement the change, it is necessary to train personnel to provide necessary learning experience and help executors master the necessary skills to implement the change and ensure success.
Incentive. Confirmation and recognition can inspire people more than money, which may be what we often say, "spiritual reward is the main thing, supplemented by material reward", but the spiritual reward mentioned here must come from the inner recognition of the organization, not just the "flicker" of a big medal.
Performance management. Performance management is to set some clear goals within the whole organization and motivate people to make behaviors that maximize the success of change. Performance management is promoted by the organization, which can measure the current progress of the organization according to its goals and expectations, and provide targeted feedback and training.
Responsibility. The so-called responsibility refers to following up the work of employees to ensure that their behavior and work results can achieve the expected goals. Of course, the goal here should be in line with the SMART principle, and the team should be coordinated and responsible for each other.