HR and Strategic Change
David Wilson, Manager, Canada
In the Dance of Change
, Peter Senge suggests "Profound change requires investment of time, energy and resources" (1999, p.43).
Strategic change (i.e. transformation) needs to connect to a real business vision, mission and related goals. These business requirements need to be connected to people, who have the power to make decisions, while building a coalition of those willing to create and implement the change in order to derive the necessary business results.
This type of change often requires a fundamental realignment of people and new perspectives, which involves a commitment and willingness to change. People need to be treated with respect and dignity, which requires the organization and its leaders to be truthful and open about the strategic change.
I believe organizations forget that strategic change is about building and employing workforce capabilities, while ensuring customers are the winners. HR should be a key part of the process and if allowed HR should be a change leader.
I also believe strategic change can be successful if organizational development results in the creation and development of a learning organization and the use of a continuous improvement philosophy through creativity and innovation.
Remember, change can be challenging without a shared vision and common understanding of the benefits. I have used the following model when looking at organizational and people change: Workforce MOOD
. Hope this helps.