Twenty years ago, when it was common practice to force change upon an organization from the top-down, overturning company culture without sharing the reasons for the change or the vision for the future resulted in catastrophe. Change management is always more successful when everyone in the organization understands.
These imperatives have become so familiar in the business world that they are rarely questioned anymore. Yet, over the last 20 years, the culture of change has been silently undergoing a Copernican revolution, not without dramas (like any revolution) but leading to a better paradigm for new issues.
In every sector — private, public, and social and solidary economy — change has become the prime condition of our work world; it's the raw material that nurtures our organizations and enables them to grow, in an infinite game (to cite Simon Synek), where there are no systematic rules, allotted time or finish line.
Let's not miss the point, however: The purpose of change is not so much to beat the competition as it is to work better by fostering trust, cooperation and co-development. This means that all the members of an organization must share a common perspective and feel part of a common endeavor. Otherwise, the drive to change will be counterproductive.
Where Are We Headed?
Twenty years ago, when it was common practice to force change upon an organization from the top down, overturning company culture without sharing the reasons for the change or the vision for the future resulted in catastrophe. Change management is always more successful when everyone in the organization understands and “buys into” the entire process, from initial strategy to full implementation.
