Overcoming Resistance To Change

Companies need to overcome resistance to change


Theories based around the need for change are bandied about so often you could forgive the average executive for dabbling in ‘disruption’. The concept of change has seemingly shifted from one which championed incremental adjustments to a new steadfast approach which sees often successful strategies uprooted and discarded to make way for a new way methods. These new approaches are more in line with the difficult economic landscape that most companies find themselves in.

There is actually a lot to be said for change and its ability to shake-up an organisation – both from a strategic and operational perspective. Good ideas do run their course, but more often than not, executives are unwilling to admit that a change up is needed until there are tangible results suggesting otherwise. There are now a multitude of methods in the hands of management to decipher when change is needed before it’s actually staring them in the face. Data plays a key role now – being able paint pictures as to the business environment in 5 years time allows for insights to be leveraged that go beyond past experience - it makes a company pro-active instead of reactive.

The first time will always be met with a hint of resistance – it requires management to take a leap of faith to some extent, relying on their data and trusting their employees to have the required skills to be market leaders instead of followers. Staff will also be an obstacle to change, especially in large companies where change hasn’t been seen too often. The constant need for change also necessitates that a culture of it is present and instilling this is a pre-requisite for a company looking to be adaptable.

Companies now know that if they’re to survive in today’s marketplace they’ll have to be alert to change. For some, this will be a new way of thinking and a departure from a culture that has seen them good for decades, or maybe even centuries. The message is key; believe in your data and trust your staff to lead the organisation in the right way and be ready to embrace change whenever possible. It may feel like you’re jumping in at the deep end, but it’ll be worth it in the long run.


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