Accepting change in Business Life

Those who can adapt to changing conditions in times of crisis are successful, while those who cannot make change perish. The crisis is both an opportunity and a threat in terms of rapid change. For this reason, institutions need to increase their pace of adapting to change in the crisis that surrounds the world.

In order to achieve institutional change, first of all, it is necessary to convince the institution of the necessity and urgency of change. One of the most effective ways to achieve this is to ensure that performance is compared with external best practices, not between units within the organization. In other words, it is to make benchmarking studies a corporate culture.

Change is learning. Learning deeply enough to change behavior. Therefore, in order to ensure institutional change, people who can set an example at every level in the institution should be united around the change goal. Establishing a coalition that believes in change and demonstrates this belief through experience should be among the first steps of institutional change.

For change, first of all, an impressive vision must be put forward. So what is an impressive vision? An impressive vision is a dream that reveals a compelling vision of the future, is purpose-oriented enough to guide decisions, yet flexible enough to encourage initiative, easily explained, and realistic enough to excite those who are subject to change.

Effectively sharing the vision is as important as creating it. For this, simplicity of the message, enriching it with examples, ensuring the continuity of communication, discussing the weak points without ignoring them, and above all, change leaders need to act in harmony with the vision not only with their words but also with their behaviors.

There is no change without faith. The most effective tool in spreading belief is success. This is why, while planning the change process, attention should be paid to short-term gains as well as long-term benefits. Effective communication of short-term gains also helps to realize these benefits.

Therefore, focusing both on achieving these short-term successes and celebrating the first successes exaggeratedly increases the organization's adoption and ownership of change.

It is perceived as an important symbol that the leaders of the organization show that they adopt the change not only with their words but also with their actions, and their participation in the celebration of the first successes, albeit small, is perceived as an important symbol and increases the ownership of the change process in the organization.

To bring about organizational change, leaders need to build a coalition to support change from within and outside the organization. In the coalition that supports such a change, the presence of people from all walks of life, from the board of directors to the factory worker, and especially the people around them, helps to embrace the change in every platform. It is important that those who embrace change also have the skills and competencies to realize the change. Because the unity of discourse and action of those who embrace the vision helps to increase trust and grow the coalition.

One of the most important factors preventing change from being permanent is that the information and performance management systems in the institution are not structured in accordance with the new order. Without changing the incentive systems that reflect the old values ​​and were established to protect those values, it becomes difficult to motivate the employees with innovations. Likewise, if the information system required by the new system is not established, the information-based decision-making process will not work. First of all, changing information and human resources management systems and enabling them to support change is one of the most important steps to institutionalize change.Leaders who enable change are primarily capable of self-evaluation; aiming at continuous improvement; valuing people; They are people who accept continuous learning, transparency, communication and sharing as a philosophy of life and can set an example by reflecting this understanding in their behaviors.

In summary, institutions need to provide opportunities, develop and support change leaders at all levels in order to maintain their change competencies.