Change Management - Is Going Green a Business Fad?
A professional acquaintance shared the expression “CAVE Dwellers” with me. CAVE means “Colleagues Against Virtually Everything.” Of course, CAVE Dwellers do not include those who rationally and respectfully oppose a particular change.
Viewing Compliance as Opportunity
The smart response to government regulations is to go beyond the norms everyone else follows.
Of course, it’s helpful if an organization can anticipate and shape the rules. This is why consumer participation is necessary, so leaders may stay abreast of customers’ issues and environmental impact.
Leaders, managers and their staffs must have the requisite skills to work with customers, activist groups, lobbyists and other companies (including rivals) to explore and develop creative solutions.
Making Value Chains Sustainable
Pay attention to, and foresee, the redesign of operations so you can use less energy and water, produce fewer emissions and generate less waste.
Your value-chain oversight should ensure that suppliers and retailers also make their operations eco-friendly. There are groundbreaking opportunities to develop sustainable sources of raw materials and components, increasing the use of clean energy sources (wind, solar) and finding new uses for returned products.
Niccolo Machiavelli, the Italian politician and writer, forcefully characterized the intensity of negative reactions to possible change and the challenge of effecting substantive change when he said: “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiators have the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new one.”
Green Thinking
Green is not merely a cost center, but a profitable path to growth. People at all corporate levels must focus on the following keys:
- Understand what climate change means for business (which is very different from everyone agreeing on the science).
- See the long-term constraints in natural resources and nonrenewable energy.
- View the business in the context of the full value chain, from suppliers to customers and beyond.
Some of these areas touch on people’s belief systems, so leaders must send a strong message. Throwing some basic information about the environment into internal training modules isn’t enough. Top executives must make strong statements about the harsh realities, current and future constraints and challenges, and the organization’s commitment to action.
(4) Fails to see the macro level of programme management
Steps three to five of the AKBAR model are about knowledge of how to change, ability to implement change and reinforcement - making change stick, and these all relate to one of the biggest issues re implementing change - which boils down to: translating vision and strategy into actionable steps.
The traditional project approach referred to by the AKBAR model - sees it as a set of tasks which if executed successfully get a result. In other words the typical process led approach which has failed so consistently and so spectacularly over the last 20 years.
There is an important distinction between the micro level and the macro level perspectives of change management - and which the AKBAR fails to recognise.
At the macro level the root cause of this is lack of clarity and lack of communication about the people aspects of how to manage change - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change that will work for people. At this level, a major part of the solution to this lies in employing a programme management approach to change, and this is because it is holistic and takes far more account of the many dimensions overlooked by the narrow scope of a project management led approach
Resource Author Francisco R. Higueras
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