Driving sustainable organizational transformation is the challenge, so how can leaders shape a culture to make the dream a reality? My client said it best: “Our project launch was like the Wedding. There was a marriage between our SAP solution and the business. Then, there was a reception to celebrate a successful go-live. We then experienced a honeymoon period where process execution and data discipline reigned supreme but was fleeting, so now, what’s next?”
Are you living the dream? Has the organizational change effort really stuck after six months or one year of operating under the new processes and behaviors?
If not, then it may be time to take a closer look at the key aspects of change adoption to determine if the methods and tactics that were put in place to drive change are still at work to create a culture where the change truly “sticks.”
One customer shared a story about adopting the SAP Fiori user experience and shifting away from the SAP ECC. He felt that newer employees to the organization embraced it more easily than the more tenured employees. He talked about how it was difficult to get some resources just to change GUI themes because they couldn’t imagine performing their job any other way. They had to bring in support from an influential end user to serve as change agent, leader, and guide for the team to help them shift into the modern user experience.
Is It Leadership or the Company Culture That Inspires and Enables Organizational Change?
It could be a bit of both. Where a strong and positive culture exists, I see leaders whose overall outlook and “can do” perspectives offer change as a “must do” imperative for the organization to thrive. Leaders who manage adversity well and support their staff when they take risks are demonstrating courage and that is contagious.
“No risk, no reward.” Taking a leap of faith to try something new and being a leader who models the mindset of embracing change is awesome to see. As a leader, venturing into the brave new world can be a catalyst for others to do the same. I have seen the spark of change take hold in one leader’s heart, and it set the pace for change and shifted an entire team of resources.
Even the grumpiest and change-resistant cultures can be modernized with the right environment that fosters growth and development.
Is It About Willingness to Change or Fear of Failure That Impacts Change Adoption?
It took one year after go-live to fine-tune a process and help a key group of end users embrace their new toolset and processes. They were given all the runway and support needed to help them learn to execute their jobs effectively. The change adoption required 1:1 and group training sessions. It meant that different consultants worked to refine the solution settings.
We sustained a continuous loop of patience and constructive feedback for the resource until one day, at 2 p.m. CST, on a Thursday in July, the employee said these words that shook the room, “I think that this is finally working for us.” At this company, the benefits of the operational efficiency improvements have finally been realized. The best part is that this resource is now telling his story to others, and this is helping them focus on their own journey of change.
I challenge leaders today to take a step back and look at what you are doing to be a change leader. How does what you say and do to embrace change in your organization set the tone for others to follow? Are you stepping up and owning the outcomes? I say, accept responsibility, lead by example, and provide a safe space for your organization to adapt to its new processes, tools, and capabilities to attain the desired outcomes.
Kimberley Reid provides people focused commentaries for the ASUG Executive Exchange Digest. Reid draws on everyday technology, project, people, and leadership experiences of her career, and is planning a forthcoming book based on these experiences and reflections.