Effective Change Management for Digitalization

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Important stake holders need to guarantee that the change management is moving fast enough while minimizing the chance of error and disengagement. 

During digitalization large organizations are more and more occupied with different synchronous change programs, frequently including lot of individuals over various locations. While customary workshops and strategic programs have their place, they are not successful and are not fast enough.

Organizations have adapted effective digitalization, computerized systems, tools and applications to upgrade their digital strategy. Wearable innovation, versatile interfaces, and joining into social media are all zones where organizations have developed to roll out changes for the origination to be more responsive. Some of these same computerized interfaces and systems though inter connected with extraordinary adequacy to strategies inside an organization are not successful because of ineffective change management. Computerized dashboards and customized messages, for instance, though can make speedier, more successful support for new practices or procedures, to connect as often as possible with each worker, are compelled by employees’ individual capabilities and awareness.

The success of digital change management is primarily absence of duty from leadership and guidance at board level. The main three things we need to overcome for successful change management in digital journey are:

Panic – The main reason for panic is feeling of insecurity with doubts like – Will digitalization make me obscure? Will it make my job or role insignificant? Will I need to reskill?

The key to overcome panic among employees is effective and efficient leadership commitment, stake holder engagement and communication

Perception – Research on the function of the brain shows that resistance is not only a psychological reaction to change but actually a physiological reaction. This is truer with senior members of staff who are not abreast with digitalization.

The key to overcome perception is understanding that no two employees are the same. Organizations need use powerful analytical tools when trying to understand the employee’s concern and addressing them. Being able to realize that there are going to be many different reasons for opposition depending on the person is pertinent, because then managers can reskill employees to work out their problems.

Pace and Timing – Moving too fast inevitably increases the chances of error. Moving slow is safer in the short term but can be highly detrimental over the long haul, particularly in today’s highly competitive global environment.

The key to manage pace and timing is seeing how to drive and oversee change that is basically staying focused and significant at each phase of the project. Important stake holders need to guarantee that the change management is moving fast enough while minimizing the chance of error and disengagement.

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