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Compelling need<\/strong> is not a difficult concept to grasp. Frequently referred to in the 1990s as the need for a \u201cburning platform\u201d or, more recently, \u201ccreating a sense of urgency\u201d the argument goes that, for change to occur, those involved in it must genuinely believe that there is no alternative but to move from the status quo to a new way of doing things.<\/p>\n\n\n\n

In the past few decades Adam has worked with clients and challenged them to articulate exactly why it is essential<\/em> to their business that the changes they are proposing take place. This process of challenge \u2013 testing gut instinct and commercial intuition against rational analysis \u2013 helps executives to distinguish change that is truly essential from change that is a \u201cnice to have\u201d (or simply something that they quite like the idea of but have no real commitment to). Experience shows that changes that fall into the second and third categories have a tendency either to fail totally or to be implemented in an, at best, sub-optimal way.<\/p>\n\n\n\n

The past few weeks have created a situation where a real compelling need to change has existed not just for the odd business here and there but for the entire economy (both profit and non-profit, public and private). The experience has surely confirmed just how much easier change is in the presence of a real imperative.<\/p>\n\n\n\n

However, a note of caution should be introduced at this stage. Although compelling need forces change, in itself it is not going to be sufficient to keep organisations (or the behaviour of individuals) in their new state. Put simply, the pressures of the current situation have forced organisations to change and move to a new way of doing things. But now, unless people and organisations perceive this as a new and better way of doing things and, indeed, can think of improvements that could be made that would make things even better, there will be a powerful tendency to drift back to the old equilibrium once the current crisis is over.<\/p>\n\n\n\n

We may have made massive changes in the space of a few short weeks but now is the time to be doing the hard work of thinking about all the other components of change (KPIs, rewards and incentives, involvement, behavioural plans et cetera) in the toolbox of successful permanent change if organisations are to make the most of this going forwards.<\/p>\n\n\n\n

The Architecture of Change Programmes<\/strong> is another area where the current crisis has accelerated an existing trend. Historically, too many organisations have tried to make change happen via large multi-year change programmes. Typically, these involved such things as a programme office, detailed project plans, large, interdepartmental steering committees, and a superstructure (for want of a better word) of support functions. Such programmes assume a life of their own and have rarely delivered their expected benefits (it is astonishing how often and how eloquently senior executives post-rationalise failure as qualified success). <\/p>\n\n\n\n

Covid-19 didn\u2019t create the need to rethink this way of doing things but it has undoubtedly accelerated the trend and will continue to do so. For many years now it has become a clich\u00e9 that we are living in a VUCA world (so much so that we hesitate to use the term here). The current crisis could not demonstrate this more clearly and large multi-year programmes simply won\u2019t work in that environment. The world just isn\u2019t staying stable enough to plan sensibly for multi-year change programmes. Instead smaller and more nimble ways of achieving change will be needed. The horizon has shrunk:<\/ins>what bite-sized change can be reasonably envisioned, constructed and implemented before the ground moves under your feet?<\/p>\n\n\n\n

But this in turn will present a challenge to Leaders. They will need to be able to hold a vision of the overall future state they hope to achieve whilst being much more fluid about the precise steps and means by which they achieve it. Change will be achieved in fits and starts and the path will twist and turn under their feet. The adage of \u201cplan what you can, don\u2019t plan what you can\u2019t\u201d has never been more apposite. Many leaders will find this deeply uncomfortable. The days when they can set a grand vision and then think that they can just devolve the programme to others to deliver are over and, in truth those days never really existed for real change. Change now will be smaller, bite-sized and emergent (but no less radical for it).<\/p>\n\n\n\n

Adam Gold<\/strong> founded Adam Gold Consulting in 2004. He has over 30 years\u2019 experience in management consulting working at Board Level with private sector clients across Europe and Africa.<\/p>\n\n\n\n

Read more ›<\/div>\n
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