T
he start of this decade has seen unprecedented levels of
disruption around the world. Climate change, terrorism, increased cyber threats, the US elections, not to mention the political fall-out of Brexit, and most recently, the global
pandemic with coronavirus.
Disruption The full consequences of these individual disruptions are still emerging, but we can be sure that the ripples will be felt for years to come.
What is becoming increasing clear is that the concept of VUCA (volatility, uncertainty, complexity, ambiguity), that originated from students at the U.S. Army War College to describe the world after the Cold War, is gaining new relevance. It characterises the current environment and the leadership actions required to navigate it successfully.
Challenges
The impacts of the VUCA world on business owners and suppliers from the recent and ongoing coronavirus outbreak have been well documented. The increasing trends of working from home, resulting in the hollowing out of the city centres, the need to provide Personal
Protective Equipment (PPE) and mental support, as employees embark on their journey back to work, along with the now ubiquitous face masks, to name only a few.
Change Readiness
Throughout these challenging times, the disruption has meant that we have to change at pace, often without all the required information. In many cases without the skills or competencies required to do so within our organisations. These achievements have come partly from people working faster and harder, but one could question for how long people can sustain working faster and harder. What is also becoming increasing clear is that in the new VUCA world, we need to build the muscle in our organisation to be ready to change and monitor and measure our readiness to change. We also need to assure ourselves we are capable of adapting to the disruption.
We must ensure we take this opportunity to not look to get back to the OLD Normal ... it no longer exists! But to embrace the idea that we should build an organisation that is capable of innovation at PACE and is in a state of Change Readiness.
According to McKinsey, 70% of all Change programmes fail. In order to ensure you are in the all-so-important 30%, there are five key elements that all businesses need, to ensure they are Change Ready and can successfully
embark on the change journey, assured that they will not fall in with the 70% of failures, with all the associated costs – both monetary and human.
Lots of small business leaders believe these only apply to large business, but they are relevant to all businesses, both large and small.
•Mindset - People have a mindset to support change
• Alignment - People are aware of the organisational strategy and how they contribute to it
• Plan - There is a current organisational strategy with associated plans at all levels
• People - People have the required competencies, skills and behaviours to make the change
• Systems - The required structure and processes are in place to support change
5 essentials to make change stick Mindset
The first element of ensuring you are ready to change is ensuring that the team have the right mindset in place to support the change.
“It couldn’t happen to
us, we trust our staff ” Have you considered the insider risk to your organisation?
For expert tailored advice please contact
Sarah Austerberry Director
E:
sarah@ausecurityconsulting.com
AUsecurityconsulting.com
18 © CI TY S ECURI TY MAGAZ INE – AUTMN 2020
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