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Managing the change. Change in retailing.
It’s a clichй, but change has always been the only constant. In recent times, the speed of change has increased greatly, and we all need to find ways to deal creatively with this fact of modern life. Leaders, in particular, need to face and manage change in a constructive way, but everyone who wants to be successful – in career, in relationships, in life – must learn how to see and manage change the way that successful ‘change leaders’ do. Such leaders are adaptable and creative. But I'd like to tell you managing the change.
To be a successful company it’s necessary to constantly renewing itself, leaving the past behind, adapting to change. For this purpose you should bring personnel into the change process. Start with realty. Get all of the facts out. Give people the rational for change, laying it out in the clearest, most dramatic terms to everybody come to the same conclusion. People can view change the difference. Some see it as a treat, some as an opportunity. It’s very important to have an optimistic view. CEO always has enormous energy the ability to energise and invigorate others, to stimulate and relish change and not be frightened or paralysed by it, and see change as an opportunity, not a treat.
But sometimes you may lose. Gradual change doesn’t work well. If your change isn’t big enough, the bureaucracy can beat you. You should remember words of Winston Churchill and Franklin Roosevelt “This is what it’s going to be.” And then they did it. Big bold changes.
Another problem of managing changes is resistance to changes. It is the most natural of human reactions and is based on uncertainty and it’s based on fear – fear of losing your job, fear of perhaps, not being able to cope with a new situation. It’s based on lack of trust in the decisions-makers and it’s based on a complete feeling of lack of control over the situation. All of those are very natural reactions, and the way to manage resistance is not completely ignore it but actually to manage it as if it were natural.
The following are some tips for improving skills in managing change.
All in all, the company is coming to changes when share is falling, costs is rising, the product range is too complex. The best of the sales force were leaving, productivity was dropping and you became selling uneconomically, while the worst were hanging. It all delicate task, not just because it involved cutting jobs but because it also meant pay cuts for some who stayed.
The company won’t be around in the future if its management would hang on to weakness for whatever reason – tradition, sentiment, or their own management weakness. The company must renewing itself, leaving the past behind, adapting to change. If you manage changes effectively and cope with all problems, you will be a winner.