In the 1990s and early 2000s, leaders focused on cost control and operational efficiency, and encouraged a culture described using words such as reliable, stable, consistent, repeatable. In today’s world, leaders have no choice (if they are to survive) but to focus on innovation, digitisation and business transformation, which requires an innovative, variable and risk-taking culture.
This fundamental shift has caused environments to evolve, but how has organisational change evolved to be effective in this new environment?
At the 2014 Global Peter Drucker Forum in Vienna, Austria, Gary Hamel said; “the most profound business challenge we face today is how to build organisations that can change as fast as change itself” (watch video below).
With digital transformation firmly on the agenda of the best organisations, how well prepared are they to address organisational change in a business environment that looks different to how it did a decade ago?
Among other issues, the authors of a new series of articles look at what can be done to address traditional bureaucratic command-and-control driven structures that create disengagement between employees and employers. ThoughtWorks share their insights on organisational change management, along with the drivers, anti-patterns and signals to be mindfully addressed.
Read the first article in the series: The Unfinished Business of Organizational Transformation
Listen to the terrific talk below by Gary Hamel at the 6th Global Peter Drucker Forum, into which he packed dozens of organisational issues that plague the success of so many companies today.