Facilitating change

Planning change is one thing, but implementing such plan is another - execution depends also on acceptance of the decision. With illustrative cases from the Philippines, Thailand and elsewhere, we concentrate on building acceptance and anticipating resistance, though in two different contexts. The first is a situation where there are no immediate pressures for drastic measures - there is a need for evolutionary change. The second is where there is a need for radical change since the future of the organization is at stake. The next two sections focus on these two change processes. First, examining evolutionary change, we build on a framework of procedural justice or fair process. We spell out the key lessons with the help of a five E framework - engagement, exploration of options, explanation of decisions, setting clear expectations, and evaluation of outcomes. Second, we look at radical change that involves transformation of the organization under survival pressures, involving replacement of key people and rapid introduction of new metrics for performance management. We then review what this means for the “change partner” role of the HR function - supporting line managers in the implementation of strategic change. And since the pace of external change is increasing, the concluding section of this chapter explores how multinationals can build strategic and organizational agility; people factors are a key to the development of the capabilities that enable rapid and effective responsiveness to change.