CHANGE MANAGEMENT in the delivery of their products and services. Authenticity means that they deliver what their brand says they deliver, that they satisfy the expectations that have been created in the minds of the very people they serve. And what’s more that this is done internally as well as externally.The brand and its statement is as much an authentic part of the internal culture and staff reality as it is the external messaging that is sent out into the market place. This requires adaptable, flexible and ‘transformational’ change within an organisation that is both agile and customer-centric. So what if change management was viewed as mobilizing effort, energy and resources to align all elements of the organisation to enable authentic service experiences to BOTH staff and customers.What if change management truly did what it purports to do and that is transforming the organisation inside and out. This definition and application of change management principles and processes ushers in ‘new school’ thinking. ‘New school’ seeks to scan the environment and information resources, ‘new school’ looks for cues that cut across, through and outside of its industry to enhance its offering and service culture. It seeks to collaborate across functional areas; operates off a role base rather than a task base; integrates all that it does at every effecting interface; aligns the individual and the organisation with a common set of values; drives everything that it does through a culture of authentic expression of the self and the offering that is tailored to meet the customers interpretation of authenticity.‘New school’ listens, really listens to those people with whom it engages and builds its experiences from the outside in at the same time as ensuring that it is authentic to the structures and requirements that speak to governance and governance related issues. ‘New school’ embraces what James Collins in “Built to Last” terms “The Genius of the AND instead of the tyranny of the OR”. Change management is facilitated through alignment with the business strategy and the creation of context for those that are required to make the change come to life. ‘New school’ fundamentally understands that the organisation is nothing without the people that drive and engage in it at the same time as being able to change the organisation’s course in response to the environment in which it operates, as it is flexible, agile and adaptable. So what does this mean for HR practitioners and other disciplines within organisations? Integration and more integration. Real sustainable value is created for customers and staff in engaging in process driven assimilation of cross-functional teams that are able to provide holistic views of typically functional areas of expertise. This requires a leadership driven paradigm that supports, recognises and rewards collaborative effort. Service is then a common thread that drives change – service to self, one another within the organisation that impacts positively on the external paying customer’s experience of the organisation. Messaging is simple and context created is easy to understand. Further integration then is mirrored into performance management systems in their design, development and implementation that reflect this amalgamation and authenticity that is demanded through the touch-points of engagement. Fundamentally the ‘why’ of the change is communicated and implemented at every interface. Within the context of ‘new school’, this is a given. Self-examination is key. ‘Old school’ and ‘new school’ are not mutually exclusive. Again the “Genius of the AND” should be borne in mind.What is suggested is the combination of the Wisdom of ‘old school’ AND innovation and integration of ‘new school’ to be able to operate effectively in the changing nature of the world and the new economy. How does your organisation manage change? ‘Old school’, ‘new school’ or embracing ‘the genius’ that can be found in both. For the expression of true genius, wisdom of the old that provides foundational thinking and the innovation of the new, within the rules of the ‘new economy’, creates a culture that keeps agility, flexibility, responsiveness, leadership, and authenticity top of mind.The powerful combination of old and new within this context creates the platform for sustainable relevant and meaningful change.
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Angela James, Service Warriors, 082 566 4236, firstname.lastname@example.org April 2011 People Dynamics
Published on Jun 14, 2012
Published on Jun 14, 2012
Dynamics Labour relations and labour law Journal of the South African Institute of People Management www.ipm.co.za April 2011 • Vol 29 No. 4...