Organizational changes happen almost daily: small changes in procedures, implementation of methods such as Agile, DevOps and/or SCRUM, application of new developments from methodologies such as ITIL 4 or the development of new services. And these are just a few examples.
The business operations are focused on Customer eXperience (CX) and User eXperience (UX) and in addition, these operations must be of course efficient and profitable.
But the most important thing is that those who have to adopt the changes, often the end-users, have to keep seeing the forest for the trees and keep having fun in executing their job and smoothly adopt changes.
Improvements invariably require people to change the way they work, their behaviour, and sometimes their role. Regardless of whether the change is to a practice, the structure of the organization, related to technology, or is the introduction of a new or changed service, people are essential to the success of the change.
Changes are often associated with resistance and for those who need to provide and implement the changes, it sometimes seems like a circus act in which many discs must be kept high at the right pace. In order to be successful, you must first of all be interested in human beings and in addition you need to have skills such as structuring the change, communicating effectively and influencing behavior. Once implemented, of course it doesn’t stop because you have to improve continually.