Change Ability is a Core Competence

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Six Change Approaches > Best Practices > Change Ability is a Core Competence

Change Ability is a Core Competence
K. Nawawinata
The ability of an organization to change quickly and successfully (skillfully combining above and other change approaches) can be viewed as a core competence, which can be continually upgraded and developed in advance of competitors.

Change Ability, a Core Competence
Indeed, adaptation to change is one of the most important skills, especially now that technology and information have become key assets.

Change ability as a core competence
Prakash Rao
Change is the only thing which is permanent. To be able to change is a must for any organization or for any individual. Ability to change is indeed a core competency. Else like dinosaurs you will be extinct.

Sustainable Competitive Edge
Guy-Patrick GOMEZ
Combining Learning Organizations with good change approaches may lead to a sustainable competitive edge, in so far as the learning and changing processes focus both on people development. HR is the only investment with unlimited ROI.

Change ability as a core competence
Frans Tiel
Real change can only be realised if all individual people take part in it. To enable an organisation to change, individuals need to act flexible. They need to let go their personal interests ans feel the only interest is the ogrganisation's continuity. To help individuals in this process, an organisation needs to offer the right perspectives for their personel. Not on an incidental basis, but as a continuous capability. This can be achieved bij continuously and broadly developing all personnel. Only MD programs will not be sufficient.

Change Efforts stall
Dr. Ken Sylvester
I have been in business for 35 years. The only successful change that I have participated occurred when the "financial bottom line" threatened the failure of the organization - or, has occurred in small incremental steps over a long period of time. Other than these two scenarios, change has been considered interesting but not necessary - therefore, it stalls, fails, or has less than expected success during the implementation phase. Most of what I have read is abstract theory, not useful as regards what actually happens.

Change ability as a Core Competence
Nako Stefanov
The ability of an organization to change quickly today in times of turbulence is not a kind of competence, which is possible to evaluate always in positive way. Why so? Because there are two types of changes. The first type is so called reactive change, which means that as a reaction to some happenings we are acting. The management of this first type of changes I am calling management of aftermaths, because this is acting in reactive way. The best way of acting is of course to act, based on proactive approach. This means not to wait something to happen, but on the base of monitoring, analyzing, evaluating and forecasting always to go ahead, to be in advance. This I am calling management of improvements. This must be matter of core competence in the organization.

Change ability as a Core Competence
Jan Kamphuis, Change Management, Netherlands, Member
I see a strong and direct relation between implementing strategy and change ability. Implementing strategy is the foremost important factor for success, therefore change ability as a Core Competence (of a company, as an important part of a companys DNA) is.

six change approaches
ohiorenoya, john omogeafe
It is necessary to know under which situation each approach will be effective.This has been aptly described.

I am very much pleased with the education that you are provioding

Change by Appreciative Inquiry
Dan Corbett
In my career, I have been involved in different approaches to implementing change. I am now a believer in Appreciative Inquiry as a powerful change process.
The fundamental premise of Appreciative Inquiry is that human systems move in the direction of what is being focused on either operationally or strategically. If the focus is “problem solving” then that is the direction the organization takes. If it is infinite possibilities, then that becomes the focus.
Another premise is strengths based change - by focusing on the positive core of the organization and building on that positive core the strengths begin to take hold of the organization such that weaknesses become diminished.

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