The constant called change

If there's one thing that has remained unchanged throughout the history of mankind and will continue to be so, it is change itself. After all, as they say, change is the only constant in life—and even more so in the world of business.

Historically, organizations that have identified upcoming trends accurately and worked to embrace that change or equipped themselves to adapt to it are the ones that have flourished. If you don't believe that, look at where Apple is today and where BlackBerry is. The decision-makers at BlackBerry just didn't find the need to adapt and innovate after the advent of the iPhone, and this very reluctance led to their decline.

So the bottom line is that choosing stagnation over change is not really a wise business decision.

Why do we resist change?

It's said that human beings instinctively resist change because the amygdala, a part of the brain, interprets it as a threat and responds accordingly. As a result, we either fight the change or try to escape from it at first. Thankfully, this is something we can recognize and reconsider.

Another reason is the comfort we derive from the familiar and the known. When the status quo prevails, everything is predictable and no detail is new. This provides a sense of security and comfort, which the human mind appreciates and even expects in high stakes settings like businesses.

Why do we need to embrace change?

"Don't fix something that isn't broken" is a good motto to live by, but it shouldn't be used to justify one's reluctance to innovate or evolve. Why do top brands keep changing their logos and other branding from time to time? They might continue to sell the same products but still give their identity a redo—but why? They do this to demonstrate that they're in tune with the times. By doing so, they try to stay closer and more relatable to their customer base.

Thus, in most cases, change is driven by none other than customers themselves. For instance, take social media platforms and IM apps. What started as a way for people to connect with others is now a major channel for delivering customer support as well.

Therefore, it's important to stay apprised of customer expectations at all times and assure customers that you're committed to fulfilling them.

When talking about driving change, I like to categorize organizations into two distinct types: trend-setters and trend-getters. Trend-setters are organizations that disrupt the status quo and introduce a change in the market, whereas trend-getters are those that recognize the impact of the change early and adapt accordingly. Being a trend-setter might not be possible for all organizations, because it requires substantial investments in R&D and marketing. It is, however, easier to be a trend-getter, spot a trend early, and gain a first-mover advantage.

Either way, it's clear that embracing change at the right time is the only way to stay ahead of competition and grow.

When is the right time to make changes?

While embracing change is a good thing, it shouldn't be too frequent and/or devoid of any thought. As refreshing as change can be, it can also be frustrating if it isn't underpinned by sound reasoning. Frequent change affects employees' morale and makes them question the quality of leadership, which makes it crucial to invest as much time as possible in analyzing what kind of impact a change could have on the organization.

That said, there are a few basic scenarios that can signal that it's time for change. Let's look at what they are.

First is obviously a steady decline or stagnation in growth parameters, such as revenue and customer count over a period of time. This means your strategy is starting to grow old or irrelevant, and that it's time to go back to the drawing board. Next is a decline in customer service parameters, such as CSAT and NPS, which signifies that your customers aren't really getting the kind of experience that they expect from you. Third is a spike in the rate of employee attrition, which indicates that your employees aren't satisfied with the way things happen at your organization. And the last signal is when long-running strategies don't yield the desired results. It's important to know when to quit and move on—otherwise, you run the risk of wasting substantial time and effort pursuing an elusive target.

How do I manage change effectively?

Over a decade ago, when I was into enterprise IT journalism, I often got the opportunity to interact with IT decision-makers at big organizations. While each IT head/CIO faced challenges unique to their organization, there was one common issue that most of them faced: resistance to change. Coming back to the present, this issue still plagues organizations, considering how data and legacy modernization continue to be top priorities for IT decision-makers.

Moreover, it's not just IT decision-makers but also HR leaders who face this challenge. According to a recent Gartner survey, "only 19% of HR leaders report that their workforce can effectively change direction based on changing needs or priorities."

With this being the case, it's evident that managing change will continue to remain a challenge, given the various stakeholders and functions involved. Nevertheless, there are a few things you can do to make sure that the transition is smooth for your team members:

• Communicate clearly why the change is needed and detail the new action plan you want to implement.
• In most cases, lack of management buy-in could also be a reason for stagnation. So if you're tasked with convincing C-suite members to make a particular change, ensure that you've thought through the whole activity from all possible angles and present a strong case.
• Explain what you expect from your team members and give them the assurance that you'll support them however possible through the transition.
• Keep a tab on your team members' emotions, because organizational changes like team restructuring or M&As tend to create a feeling of uncertainty in people's minds and make them anxious. Be transparent and honest about how such changes affect their current roles and put their minds at ease. Most of the time, managing change is all about managing emotions.

Change—whether it's major or minor—always shakes up things. While the bad news is that change is inevitable, the good news is that it's certainly manageable if you put in the thought and effort to make it work for your organization.

How has your tryst with change been? Is there a particular incident of change management that left a mark on you? What steps/initiatives for change management have worked effectively at your organization? Feel free to share your experiences in the comments.