Driving change in a time of relentless disruption

Aurelio Maruggi at Apogee argues that organisations mustn’t be afraid to embrace transformative change

 

The last couple of years have seen the winds of change turn into full-blown storms. From the rapid acceleration of remote working trends to current supply chain volatility, an unprecedented mix of changes and challenges have left many organisations facing an uncertain future. All the while, technology continues to evolve at a dizzying pace.

 

In this entirely new landscape, standing still simply isn’t an option. Organisations must find the courage to face the storm and develop the agility and flexibility to harness far-reaching change. This involves being prepared to continuously learn and adapt to meet the evolving needs of both employees and customers.

 

So, to what extent should this transformation be led by the CEO? While those at the top can play a key visible role in communicating the imperative to change to the broader organisation, transformative action needs to be taken at all levels.

 

As change is now a constant, organisations must embrace their shared responsibility to spur innovation and empower teams.

 

The role of the CEO

CEOs are natural leaders. In the face of relentless disruption, they are the ones answering the difficult questions and setting the tone for organisational culture. Therefore, a forward-looking CEO should be the primary change agent, inspiring employees to drive business-wide transformation and communicating the value of these changes.

 

Those companies that get too comfortable with the status quo very rapidly fall behind. This is especially true in the tech sector, where digital advancements happen at breakneck speed.

 

It takes courage to change – and this bravery and innovation should come from the leadership team. Strong leaders inspire employees, energise customers, and position their organisations on the front lines of transformation.

 

Managing up

But effective, lasting cultural change cannot be driven solely from the top. There are limitations to what a single CEO can achieve – and transformation is notoriously tricky to implement. Humans are hardwired to resist change and organisations are often no different. Therefore, even the most inspirational and authoritative CEO can struggle to take their organisation on an unpredictable transformation journey. 

 

Middle managers are a critical link to the success of any transformation project. Their position between the ground level of operations and the C-suite means that they are the key drivers to implement the ideas of top management, so the onus is on them to ensure the proper execution of digital transformation.

 

But while middle managers can be strong advocates for change, they can also block transformation if they are not fully on board. Without buy-in from the middle, communication from the CEO may be perceived as out-of-touch, so middle managers play a key role in fostering curiosity and courage at every level of the business.

 

It is essential that everybody within an organisation ‘manages up’, building a relationship with their seniors so that they are partners in problem solving. For middle managers, this means fluidly communicating with the C-suite on a regular basis to ‘influence up’ and align with organisational digital transformation goals.

 

This alignment is crucial. If an organisation embarks on a new direction without being aligned to a shared objective, progress will inevitably stall. Patience and processes are key: taking the time to ensure deep-rooted engagement and alignment will ultimately accelerate results. 

 

As for the CEO, an exclusively top-down approach is not sufficient to implement significant business-wide change. Instead, they need to ensure that the change process achieves buy-in from everyone by making sure everyone participates and contributes.

 

Learning and development

Education is a key means of fostering this shared participation in change. In the past, many businesses overlooked the importance of mentoring, instead opting for a command-and-control style of management.

 

This approach is fast becoming obsolete – not least because adapting to the digital era requires a lot more than a manager simply flicking a switch or barking orders down the hallway. Through coaching and mentoring, people at all levels of an organisation can be empowered to share knowledge and build on experiences, promoting a culture of growth, collaboration, and continuous learning across the business.

 

Of course, building a suitable learning culture takes time and money. Organisations should review the way they approach workforce education initiatives, as they require the right level of investment to have a truly successful impact.

 

Leaders that put the money and hours into training and development ultimately put their business in a stronger position, as they retain an ongoing skills pipeline that reduces the need to recruit and onboard new hires. The right ethos must come from the top – not just the CEO but all directors and senior leaders.    

 

People, not technology

It’s important to remember that digital transformation isn’t about technology – it’s about people. The focus needs to shift from technology for technology’s sake and towards facilitating a wider cultural change. 

 

Technology is constantly evolving, which is why an organisation should not attach itself to any specific hardware or software. What it must remain attached to, however, is its people. And any CEO worth their salt should constantly remain close to individuals, building a deep understanding of their challenges and adapting to enable them to work in ever-more effective, efficient, and secure ways.

 

It takes more than transformational leadership to inspire true cultural change, but the CEO has a key role in leading from the front along the journey. Effective, lasting change is a requisite for organisations to adapt and strengthen their operations to cater to shifting requirements in an increasingly uncertain world.

 

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Aurelio Maruggi is CEO of managed workplace service provider Apogee

 

Main image courtesy of iStockPhoto.com