We often associate big change management efforts and organisational change with innovation, "creative destruction", or radical change. It is almost as if we want to create an altogether different or new organisation. However, when we talk about organisational transformation, we focus so much on the transformation that we sometimes forget about the organisation that is to be transformed.
There is alread an established reality - the existing organisation. Also, it is likely to have been the product of many years of innovation, "creative destruction" and radical change. As with all things, there will be inertia and resistance to change. Respecting and understanding the current reality is an important part of changing that reality.
Despite our best laid plans for a transformed organisation, the final outcome might not be exactly what we envision it to be. Understanding, therefore, that we are frequently painting on a filled canvas will provide us not only with a reality check of what we can change, but also the realisation that outcomes are seldom masterpieces created from scratch.
There is alread an established reality - the existing organisation. Also, it is likely to have been the product of many years of innovation, "creative destruction" and radical change. As with all things, there will be inertia and resistance to change. Respecting and understanding the current reality is an important part of changing that reality.
Despite our best laid plans for a transformed organisation, the final outcome might not be exactly what we envision it to be. Understanding, therefore, that we are frequently painting on a filled canvas will provide us not only with a reality check of what we can change, but also the realisation that outcomes are seldom masterpieces created from scratch.
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