The hard lines of direct reporting are diminishing; and the new matrix environment of business is forcing some people to learn new skills. When an organization is thinking about making a change that impacts cross-functional teams, one of the trickiest things to accomplish is consensus building and ensuring the team remains client-centric. Team loyalties, personal agendas and politics in the ranks have to be put aside for the greater goal of the cross-functional project or initiative. The interested parties in the change affected by the new process, program, software, or other arrangement, have to have a strong sense that it is the right path and one that will create value. Ideally, as an output of the cross-functional workspace, the team will transition from change managers to change agents, with the differential defined as adopting to change and championing the value of the change.
Often a strong facilitator is required in order to bring personalities and teams into alignment for significant cross-functional projects. As employees are challenged, threatened or fearful of failure, they may become resentful, rebellious or complacent. The leadership of the team needs to be able to define an operating environment focused on productivity and value generation, in order to ensure everyone feels comfortable expressing their concerns and viewpoints. After all, if the team contributes significantly to the firm’s success, the team is considered a strategic and valuable asset. Thus, we have defined one of the risks behind this concept. The weak point rests in the proficiency of the facilitator, which can mean the difference between success and failure for the initiative.
Furthermore, today’s environment of social media, internal leaks, and speed of information transfer depicts a marketplace in which the owner/executive must ensure the proper safeguards to protect the brand. One such way to minimize the risk is to bring in a talented and experienced business consultant to act as a facilitator when trying to create an environment receptive to change. Talented business consultants armed with a deep tool belt of change management, and management by fact tools coupled with teambuilding skills will ensure the team is prepared to adopt and change in a successful manner.
In a new business, or when starting a new business unit, it’s in the best interests of the long-term agility and flexibility of the team to create the structure with change built in, as an environment norm. The markets are too fluid, business moves too fast, and technology comes and goes too quickly. In this environment, looking at a constantly changing platform and culture is not risk adverse – it’s become the standard. An organization must take the time to create a culture that is accepting of change as the first step toward remaining competitive. The preparation work that is put into this cultural and environmental shift will help the company redefine the future state of change management, when the next (and inevitable) change comes.
When the business needs a new, flexible and dynamic way of thinking, there are business consultants who can be brought in to facilitate this process. Not only is it a small investment in the company’s future, but it is also a way of transformation that can help bring more innovation to the company.
Distributed by NetJumps International
Company Name: Armin Cruz
Phone: 972-333- 9502
Country: United States