Transition & Change

Transition & Change

Change Article 1

Our country has gone through a major transition in the public domain by the voting in of a new government, but significant organization change can come about in other ways two (such as the comming of a new CEO or new management team). This transition, though significant, is instantaneous. Transition will be followed by a more crucial period of change in which the impact of the transition will be expected to translate into desirable progress. Change unlike transition requires an extended, though limited, time period in which results need to be produced. The limit is not normally a timeline, but rather rising impatience for results. If change does not take place, the transition will be consigned to an inconsequential occurrence and deemed a failure.

Though the public domain is bubbling with anxiety and excitement it must NOT be lost on the private sector managers that they are not observers in the ensuing change process. If heads will roll in the public sector, the same is going to occur in the private sector as well. If there will be changes in public administration, these will be speedily followed by restructuring in the private sector to best position the businesses in the new economic order. If public policy is to change this will immediately impact the operating guidelines of companies. As sectoral, unit and business managers at all levels in the whole economy we must realize that the focus has shifted from the leaders to the managers of the day. Though leaders are at the helm of transition, managers must take the reigns of change. Transition is therefore a "wake up" call for all managers. Change must come.

The challenge managers face is to re-address their work in the light of the leadership transition that is taking place. More so as managers, we will be expected to oversee the change process and adapt new working modes. We will be expected to deliver on the promises of our leaders. As managers, we have a magnificent opportunity to demonstrate our abilities to do what can be described as "changing the course of a river". We must single handedly take up the challenge that is on our doorstep and bring to birth the desired change. And perhaps we should do it without external "assistance". The change is after all - our own.

Before we can successfully tackle change, it is best to define and understand in what unique situation change places us as managers. Organization change is not the same as organization start up. A start up situation may have high expectations, but there is no precedent therefore the pressure of comparison is irrelevant and failure is in a sense acceptable. Change presents us with a slight or major shift or altered direction. Which means there was an existing pattern or tradition. In order to embark on the new there must be new learning. Something has to die in the organization (and be buried) before a meaningful new course can be taken up. In the case of change failure is unacceptable and the pressure of comparison ever present. This is possibly why some will soon find themselves without a job in this period of change. As a first step therefore we, as managers, must take up ownership of the change process and utilize composite skills of managing change - to manage change. See other articles on change .

Allan Bukusi, January 2003