Change Management/Human Capital Transformation
“Progress is impossible without change, and those who cannot change their minds cannot change anything”. – George Bernard Shaw
The word transformation is used very loosely to explain fundamental infrastructure change. In fact, 70% of so called transformation programs fail to bring the human capital along the journey.
A classic example in the GCC is EMDAD project at Fortune 500 chemicals company where a new SAP system was setup and customized for sales planning. And yet, three years later, analysts were still using excel spreadsheets to capture daily work, and a second secretary was entering into SAP at the end of day.
Another example in GCC is the military Transformation Project – state of the art communications technology has been deployed at the borders, and yet much of the border guard are people who have little or no education, don’t use technology, and simply point and shoot a gun at anything moving across the border.
Transforming Human Capital is at the core of what we are doing with the Cultural Transformation programs. For telecom providers, this is to ensure the company is ready to move globally into being an ICT leader, rather than the legacy telecom. This of course incorporates development. But is not limited to development – it involves taking the company into a completely new paradigm. For example, the silos that so many departments talk about this year and effectively tolerate, these need to become a completely unacceptable culture to work in, in the very near future!
We are focusing on transforming the whole system, which starts with leaders at every level focusing on themselves, and then others, then the business. (inside out change if you will).
If we don’t successfully transition human being from old expectations to ways of working, we will be like every other transformation program, new infrastructure without the right people, in the right place at the right time.
We are transforming the culture and DNA, to successfully execute the organisation’s business strategy.
This is the Human Capital Cultural Transformation Journey.
Human Capital Transformation takes employees through the internal transitions, to enable the Human Capital part of the structural changes that are happing within an organisation. All this is what is required to meet the implement company business strategy successfully
CHANGE is situational: the new site, the customer expectation, the new technology, the new boss, the new team roles, the new policy, the new market dynamic, the new client. – Change is external; outside the individual.
TRANSITION is the psychological process people go through to come to terms with the new situation. – Transition is internal; personally processing change.
Unless TRANSITION occurs and therefore REAL CULTURAL TRANSFORMATION HAPPENS, CHANGE will not work.