Strategic change is all in the timing

Summary

This video delves into the high failure rates of change management initiatives, emphasizing that nearly 70% of such efforts fall short. The speaker argues that many executives overlook critical time dimensions in their planning, including the pacing, sequencing, and subjective perceptions of change. By exploring various aspects of time—such as clock speed and social context—organizations can better navigate the complexities of change. The need for improved 'temporal intelligence' among leaders is highlighted, advocating for a balanced approach that considers past, present, and future perspectives to enhance change management success.

Takeaways

• 🧠 Despite decades of research in change management, about 70% of executives still underperform or fail in change processes.
• ⏰ Time dimensions play a critical role in successful change management, encompassing more than just the timing of changes.
• ⚖️ The concept of 'clock speed' involves understanding how fast or slow to implement changes and for how long.
• 📅 Social time affects change processes, with timing around holidays or weekends impacting employees' receptiveness to change.
• 🔍 Subjective time relates to how individuals interpret and make sense of changes, influenced by their history, culture, and context.
• 🔄 Various temporal matters, such as pacing, sequencing, and rhythm of change, significantly affect the change process's effectiveness.
• 😩 Change fatigue can occur if too many changes are implemented too quickly without adequate learning opportunities.
• 🔮 Different CEOs and managers may focus on the past, present, or future, impacting innovation and resource allocation in change initiatives.
• 📊 Temporal depth refers to how far back into the past or forward into the future leaders plan their changes and innovations.
• 📈 Increasing the 'tempo intelligence' of leaders involves expanding their understanding of various temporal factors in managing change.

Q & A

What is the primary frustration highlighted in the research?

The primary frustration is that, despite extensive research and literature on change management, around 70% of executives still underperform or fail in managing change processes.

What does the speaker compare the 70% failure rate in change management to?

The speaker compares it to the medical field, suggesting that if surgery had a 70% failure rate, most people would be hesitant to undergo it.

What is identified as a significant factor contributing to failures in change management?

A significant factor is the insufficient consideration of the time dimensions involved in change management.

What are the different conceptualizations of time mentioned in the discussion?

The discussion includes clock speed, social time, subjective time, and various temporal matters like pacing, sequencing, and rhythm of change.

How does 'social time' impact change management?

Social time considers the emotional context of when change is initiated, such as the differences in people's feelings when starting a change process during holidays versus regular workdays.

What role does subjective time play in the change process?

Subjective time relates to how individuals interpret and make sense of the change process, influenced by their history, culture, and social context.

What is 'change fatigue' as mentioned in the script?

Change fatigue occurs when individuals become tired or overwhelmed by frequent changes, hindering their ability to adapt and learn.

What aspect of temporal focus do different managers emphasize, according to the research?

Different managers tend to focus on the past, present, or future, which affects their approach to innovation and execution of change.

Why is it important for CEOs to balance their temporal focus?

Balancing temporal focus is crucial because while a future-oriented focus can drive innovation, neglecting the present can lead to failures in implementation.

What recommendation does the speaker make regarding the vocabulary used in change management?

The speaker recommends increasing the 'tempo intelligence' of managers by expanding their vocabulary and understanding of various time-related factors that influence change management.