“When the winds of change begin to blow, some build walls, some build windmills.”
Chinese Proverb
I'm sure there are those who know the difference between managing and adapting to change and the importance of distinguishing between the two. Change management is a choice, not a necessity. It's about taking control of your own life and your own future; being a leader, not a follower. And it’s for precisely these reasons that those who can see the future through a strategic visionary perspective take that step. Not because a law has changed, a new technology has emerged, or a pandemic has taken hold, but for the simple yet genuine purpose of achieving better. They walk a path which they’ve consciously and willingly planned and structured. Adapting to change arises out of necessity. When you accept this change is necessary, the process of adaptation can begin. While there are individuals, companies and societies that have succeeded implementing change management, some have been able to make it a holistic process, while others have not.
Today, rapidly emerging and changing factors can force companies to adapt. I think Nokia CEO Stephen Elop's statement in 2003, "We did nothing wrong, but somehow we lost", is an indication that the company and its leaders ignored the winds of change blowing at that time. Indeed, they even built a wall. The outcome didn’t arise because they did wrong, but because they didn't do what they were supposed to do. So, I wish all the best to those who choose to build walls, and hope they don’t become another Nokia before they realize what they’re doing. I respect those who want to build windmills.
Leaders of companies that are open to change seek to establish a sustainable and flexible business model and culture with a mindset that says, “I can turn the unexpected into benefit”. For the most part, change leaders are aware of the importance of transparent and bilateral communication, and can adroitly articulate why change needs to happen, the point they want to reach, and the benefits and the obstacles they anticipate along the way. They also constantly seek feedback from their employees.
It’s also common for companies and leaders unable to manage a process in a people-oriented manner to face unnecessarily high employee turnover. I find this situation depressing, because it’s a result of process management being carried out without due awareness and is entirely avoidable. Simply by correctly analysing the underlying causes of resistance, educating individuals and addressing their concerns with accurate and transparent information, a more positive result can be achieved for the company, its leaders and its employees.
This, of course, doesn’t negate the need for an expert team or consultant to ask the right questions, conduct a targeted needs analysis, readiness-for-change assessment, and change impact analysis, and identify the optimum balance between benefit and risk. These are all essential if there’s to be a positive impact on the company's bottom line. It should also be remembered that while push factors will force change upon organisations, establishing a perspective that creates pull factors is the first step towards building a windmill. To do this, new trends, needs and demands around the world need to be monitored closely, and foresight around the future is paramount.
Charles Darwin’s words ring particularly true in this discussion: “The survivors are not the smartest or the strongest, but the most adaptable to change.” It's time to start thinking about what methods we and our organisations will use to adapt to changes that are increasingly difficult to predict, with maximum benefit and minimum drain on time. The need to make these issues a priority and reflect on them is clear, for our own sake and for the sake of society.Charles Darwin’s words ring particularly true in this discussion: “The survivors are not the smartest or the strongest, but the most adaptable to change.” It's time to start thinking about what methods we and our organisations will use to adapt to changes that are increasingly difficult to predict, with maximum benefit and minimum drain on time. The need to make these issues a priority and reflect on them is clear, for our own sake and for the sake of society.
Rana ÖZŞEKER