Let's stop talking about change
| Pages | 141-141 |
| DOI | https://doi.org/10.1108/SHR-08-2019-166 |
| Published date | 12 August 2019 |
| Date | 12 August 2019 |
| Author | Javier Bajer |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
Let‘s stop talking about change
Because changeis no longer a process.
Because the “A to B” metaphordoesn’t work anymore.
Because we don’thave a stable A to depart from.
Because we don’teven have a clear B to get to.
Thinking of “change” as a journey isstarting to sound very “eighties”. The idea that we could
follow a predictable path that ends in a place thatwe can recognise and prepare for, is just
ludicrous. Despite of this, many organisations still spend vast amounts of money“managing
change”. They appointteams with the impossible task of describing the status quo, reducing
it into concepts that can fit inside a few slides.Substantial energy is spent trying to “engage”
busy workforces in the creationof definitions of the desired end-state. Most projects are later
abandoned orquietly replaced by new and even more promisingchange initiatives.
Organisations that adapt and even shape their environments don’t really rely on change
programs. Instead, they share a strong and relentless focus on what matters the most (i.e.
delivering value to customers) and continuously align everything they do against that
purpose.
In the current issue of Strategic HR Review, we tried to bring to you, very different
perspectives around the managementof change. Of course, it is now up to you to dig in and
look for inspiration,drawing from best practices.
Whatever you do, makesure your organisation does not spend too much time“’talking” about
change; instead,use that energy on purpose.
Enjoy the read,
Dr Javier Bajer
Editor-in-Chief
Strategic HR Review
javier@javierbajer.com
DOI 10.1108/SHR-08-2019-166 VOL. 18 NO. 4 2019, p. 141, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 141
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