Organisational Change : When is it too much?

The word change management has been used very frequently in recent times in tech organisations. According to the dictionary, change management  is a structured approach of transitioning teams or organisations from their current state to a desired state. The concept of change management in tech organisations cannot be talked about without mentioning or talking about digital transformation. Digital transformation is the process of fundamentally changing how an organisation operates by integrating digital technologies into all aspects of the organisation. This integration is sometimes what leads an organisation to changing its processes, structure, way of working as well as way of engagement with its customers.

This “change” in how an organisation operates could include but is not limited to: business process optimisation, team restructuring, change in business models, change in delivery processes, change in organisational management and lots more. Although some organisations benefit immensely from change, others do not. Change can become too much for some organisations when the volume, speed, or complexity of changes overwhelms the employees. This causes “change fatigue”.

For example, it has been proven that constantly changing members of the same team many times within the same year will eventually lead to all existing team members quitting. This is usually because in a bid for the organisation to create a so-called perfect team by the constant replacement of team members, the existing team members become mentally and emotionally exhausted by the constant overwhelming change. This leads to burn out, resistance in adopting the change, low morale, reduced productivity and quiet quitting. Organisations that initiate too many change efforts within a short period ends up creating an environment where employees feel drained, disengaged or resistant towards new initiatives.

Benefits from any change management process is visible when the process is properly planned, a strategy is developed, consistent communication is had about the reason for the change, resistance is addressed, the change process is monitored, the approach is structured and the necessary training and support to ensure a smooth transition is available. Asides from having a structured approach, metrics should also be put in place to measure the success of such transitions.

In conclusion, change management focuses on both the technical and human aspects of change. Making sure that employees are supported throughout the transition and that changes are aligned with strategic goals is very essential and can determine the outcome of such change. By managing change effectively, organisations can reduce employee resistance, boost employee engagement and increase the likelihood of successful outcomes.