"When the winds of change begin to blow, some build walls, others build windmills."
Chinese proverb
I'm sure there are those who understand the difference between managing change and adapting to it, and how important it is to distinguish between the two. Change management is a choice, not an obligation. It is taking control of your own life, your own future. It is being a leader, not a follower. For these very reasons, those who can foresee the future with a strategic, visionary perspective and with the genuine aim of achieving betterment take that step, not because a law changes, a new technology mandates it, or a pandemic strikes. They walk the path they've charted consciously, intentionally, in a planned, and structured manner. Adapting to change, however, stems from necessity. When you necessarily accept this change, the adaptation process begins. While there are individuals, organizations, and societies that succeed in transforming this process into a change management process, there are also those who fail to transform adaptation into a holistic one.
Today, rapidly changing factors are forcing many companies to adapt to change. Nokia CEO Stephen Elop's 2003 statement, "We didn't do anything wrong, but somehow we lost," is, in my opinion, a clear indication that the organization and its leaders ignored the winds of change at the time, even building a wall. The consequences they faced weren't because they made mistakes, but because they didn't do what they should have. Therefore, I send my best wishes to those who choose to build a wall, lest they become another Nokia until they realize what they're doing. I respect those who want to build a windmill.
Leaders of companies that are open to change choose to establish a durable and flexible business model/culture with the perspective of “I can turn the unexpected into benefit.” Change leaders, often aware of the importance of transparent and two-way communication, accurately explain the reasons for the need for change, the desired outcome at the end of the process, the benefits, and any potential obstacles, and then solicit feedback from their employees.
We frequently see companies and leaders who fail to manage a people-centered process part ways with unnecessary and high numbers of employees. I find it deeply troubling that this unfortunate situation, which could have been prevented, occurred due to a careless process management. However, correctly analyzing the underlying causes of resistance, educating individuals, and addressing their concerns with accurate and transparent information can yield easier and more positive outcomes for both the organization, the leader, and the employee.
On the other hand, adapting to change with the right questions, a targeted needs analysis, an organization's change readiness assessment, a change impact analysis, and the optimum benefit/loss balance accompanied by an expert team/person in this field will have a positive impact on the organization's financial statements and profit margin. It's important to remember that while there are push factors (mandating change), approaching change with a perspective that creates pull factors is the first step in building a windmill. For this reason, following new trends, needs and demands in the world, and future visions is a valuable tool.
Charles Darwin's famous quote: Bearing in mind that “those who survive are not the smartest or the strongest, but those who adapt most quickly to change,” it is high time we started thinking about how and with what methods we and our organization can adapt to changes that are becoming increasingly difficult to predict, with maximum benefit and in minimum time. We need to add this to our list of priorities and at least take the time to reflect on it. For the sake of ourselves, our loved ones, the business world, and society.
Rana ÖZŞEKER