Business Change: How Agendas Can Facilitate A Successful Organization Change

Generally, businesses handle the “running the business” aspects of their operations in a reasonably effective way. They develop strategies for maintaining their services. One year market strategies meets the general requirements for an agenda. They create new productivity benchmarks, desired markets, or the big account they would like to land by the year’s end. This renders the attitude for running the business for the next year. When it comes to Business Change, far less care is taken developing the agenda.

To improve the success rate of change in an organization, an agenda that takes change as seriously as a yearly business plan does running the business needs to be established. It needs to focus on the attributes that must change in the organization to achieve the organizational vision. Business agenda stick to the present and very near future, but change agendas are fixed primarily on the future through the company vision. After all, the vision is where the business wants to be in the future and change initiatives are supposed to get them there.

One of the problems that plague organizations that try to initiate Business Change is that change efforts proliferate into multiple projects or initiatives that compete, conflict, and sometimes kill each other off. Whether the organizations is a two-man operation or multination conglomerate, change projects eat up precious resources. No matter how vast and profitable, no business can afford to pay dozens or even hundreds of people to work on change initiatives that don’t create results. If there are only one or two initiatives at work, then they probably are not impinging on one another. The simple limits of available resources and executive attention makes running more than a few change initiatives at a time a waste. In the event they are running more than that, odds are that none of them are working on running the business and probably not accomplishing the Business Change they were tasked with creating.

Change cannot happen without intense focus. If the rank and file workers are not focused, change will fail. There must also be focus from the very top of the chain. Inattention from leadership can result in inter-departmental strife during periods of change.

There is no reason it must always be an either/or choice between change and running the business. Run the business opportunities can reshape the company’s change agenda. Change agendas are not set in stone and can certainly be altered. For example, if a company wanted to convert over to the lasted version of an operating system, but discovered half the world couldn’t read documents created by the word processor and spreadsheet program (thereby alienating clients), they might put off that change initiative until a serviceable conversion update was issued. In these cases, both of the ends of Business Change and profit can be met.

For more information, please see our website: Business Change

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