Most corporate executives are at least somewhat familiar with the term, “change management”. While change management has been around for decades, it becoming more and more a part of the corporate lexicon, as it is critical to managers considering a shift in business functions that can impact both work and lifestyle. Rapid growth in technology and the global economy over the past twenty years has left change as one of the few constants in the business world.
At its core, change management is the processes and procedures implemented to ensure structured shifts in the way business changes are handled and arranged.
Company change can take many forms, including:
- Objective changes
- Job changes
- Management changes
- Technical changes
- Cultural changes
It is human nature to resist change. Managers often face significant resistance when implemented an entirely new set of business processes. Thus, structured change management mandates that managers view their respective organizations holistically and consider each and every resource employees use to adapt.
Most businesses want change to follow the path of least resistance. To make this possible, it is critical that managers get buy-in from all of the individuals involved whose standard practices might be disrupted.
Common change management procedures may include innovative marketing to both employees and customers and corporate culture influence. It makes use of performance achievements, such as sales quotas, operational performance, accountability, and interaction efficiency to design appropriate strategies and avoid conflict.