What sort of indicators do Organisations look at to see if they need to change?

There are some very obvious circumstances or occurrences that drive Organisations to change the way that they are working – or the work that they are doing. For example when two businesses or institutions such as colleges or schools are forced to, or decide to merge and integrate then there is usually a need to change structure and to decide which aspects of the different Organisation’s culture to move ahead with.

It is very unusual for two separate Organisations to have the same processes, rules, procedures or ways of doing things – even though they may have been operating in the same sector. Market place dynamics often force Organisations to re-appraise their products, services or ways of working.

The entry of a new competitor with a better product or service or one offered at a better price can jolt a business into reacting and changing how they are working. Changes to legislation or to a regulatory framework can require an Organisation to change their procedures or approach.

Advances in technology can encourage a business to change their approach to gain efficiency or to streamline processes or transactions. Feedback from stakeholders involved in the Organisation can encourage management teams to change their way of working – whether this is from customers, suppliers, employees, shareholders, tenants or the general public then all or any of these groups may alert you to a desirable change of direction.

The funding and financial viability of Organisations can often be a key factor for change, regardless of whether this is in the Public, Private or Not-for-profit sector – none of us are immune to these financial pressures.

The realisation that “standing still” in business is just not a viable option if we are to keep ahead of the competition is a key driver. This drive often comes out in the form of “continuous improvement” programmes or step by step improvement processes.

A change of leadership at the top of Organisations can often provide the stimulus for a change of strategy and approach. This change is often accompanied by a desire to review and re-set the vision, mission and direction of the Organisation which in turn produces the need and impetus for a change programme or new approach. So in summary there are numerous factors which can indicate, or drive the need for change in an Organisation.

In future articles I will consider how this need can be translated into relevant plans and actions.