the new results) looks like for every stakeholder? Have we clearly established what better (i.e.Successful change comes down to six questions: Successful change starts by identifying what results you want to improve and ends with measuring the gap between expected results and results delivered. For example, HR putting in place performance management software that has managers and employees entering lots of data, yet ‘the system’ does nothing to improve the quality of human conversations or to deliver better organisational performance. Perhaps it’s because we get trapped in the excitement and possibilities of access to new technology, or perhaps it’s because we haven’t been clear enough on the performance area we are targeting to improve and who that result is intended to benefit. It seems like implementing the new software platform or applying a new process change or conducting a restructure is itself the goal, as opposed to the organisational results the change should deliver. It’s surprising that organisations go about changing things and end up with performance at levels that are no different or sometimes even worse than before. Centralised procurement on a process improve supplier relationships, supplier quality and end-user satisfaction?.An Applicant Tracking System result in you hiring better quality people faster?.A Customer Relationship Management system improve your customer relationships and sales?.An Enterprise Resource Planning system reduce costs, improve forecasting and increase cash flow?.However, what continues to amaze me is the almost universal belief that the changing of a process, or the introduction of automation or the restructuring of a team, will yield better results.Īn alternative definition of insanity should be ‘changing things that work and getting a worse result.’ Granted, if you are not happy with results you are getting you need to change something. Smart operators know that often the best way to succeed is to avoid failure! I say that on the basis that if I’m happy with the results I’m getting why would I risk doing something differently? Now when it comes to successful change in organisations, the key word in Einstein’s quote is not “insanity”, it is the word “results”. It is one of those things I don’t need to change to start my day off on the right foot. I go to the same coffee shop every morning because I like the way they do coffee. T he definition of sanity is doing the same thing over and over and expecting the same results. It’s almost the quintessential phrase executives use to justify a reason to change things.īut hang on a sec. You’ve probably seen the quote, “The definition of insanity is doing the same thing over and over again but expecting different results”, words widely credited to Albert Einstein.
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