Internal Change Management Needs “Change”
Sure, we all focus on customer satisfaction and have scores of systems evolving every day, to make a customer feel like a king, but what about the people who are actually working within organizations? In today’s environment almost everyone must be adaptable to change. A McKinsey report from July 2015 says that this must call for change management at an internal level as well. Consider a scenario where sales force performance is declining. Employees no longer feel “invested” in the organization since their efforts are scarcely recognized. It would be of tremendous help to have personalized messaging internal systems, where the sales people are individually congratulated or asked to improved performance. Don’t get me wrong here – it need not always be a positive message… but a simple message either way would go a fair distance in ensuring that the sales guys feel “taken care of” by the management.
My business school employed a system I was always impressed by. Each individual had her / his own personal dashboard, with assignments, attendance and performance / percentiles reflected at all times. The good part was that grades were visible only to that person, and were benchmarked against the best, without taking names.
In my most recent organization my superior was once on leave in the Bahamas thus totally inaccessible and I had to take a call on a finance deal. Thankfully though, there was enough internal training imparted to be able to side-step hierarchical structure and take a call.
The same McKinsey report cites empathy as a huge positive influencer in internal change. Ask the best in class HR teams that seek to retain the best talent. Posting job vacancies on internal dashboards and having internal communication systems encourages people to upgrade their skills as well as have the power of digital, to converse remotely and not be another “face in the crowd.”
We at MYB are of the firm belief that the best in class organizations are those that recognize change at both internal and external levels and act with celerity. Digital platforms, when used effectively have the power to amplify organizations with powerful internal change. However, we also suggest that a pilot be used, lest the system back fires when you need it the most – and we don’t want that, do we?