4 movements that will strengthen your organisation’s change capacity


The change comes from three central areas that affect all companies across geography and markets:

  • Fierce competition
  • The speed at which IT and digitisation develops
  • Increased internationalisation

These changes throw us in the deep end and demand that we revise our understanding of change processes across business strategies, industries and national borders. It requires new knowledge, a new approach and new behavioural patterns.

Sceptics would equate change with insecurity, doubts and confusion, but there may be another way to look at it. Change holds enormous potential. Provided you understand how and why change management is changing.

The 4 movements

From being a notion of systematic behaviour, change is moving towards becoming value- and relevance-based. This transition is best explained through four phases, which will give you a better understanding of the movements of change:

1. From programmes towards mobilisation

Change used to be about implementing tangible methods and systems, but the focus has changed towards “softer” elements. Classic change processes such as the implementation of a new ERP system or the launch of new products will still be driving change, but new change processes are much more concerned with moving the organisation’s culture, values, cooperation and innovative capacity. innovationsevne.

2. From vision towards empowerment

A change vision is important for mobilisation – but primarily for top management who can influence strategic decisions. For employees to drive an effective change process, they need a mandate and motivation to act. The motivation may be derived from what the individual employee considers to be meaningful.

3. From burning platform to relevance to me

Using the burning platform to fuel change is no longer enough. Increased competition and transparency has robbed urgency of its effect, and instead strengthened the demand for change communication that is relevant to the individual employee. There is often a gap between what top management considers to be important and what the employees find relevant. If an employee considers a change to be of no relevance to him/her, s/he may completely disengage from the change process.

4. From a journey with a “beginning” and an “end” towards stability

Change has long been considered a journey with an end destination, and upon reaching the end destination you were allowed time to relax. Today, change is more about moving from one stable condition to another in order to keep up a healthy dynamic in the change, while maintaining the all-important balance between stability and the need for change. In an ever-changing environment, the employees need a constant, and that makes communication about what remains the same essential to the change process.

Do you want to learn more about how to develop the capacity to change in the organisation?

Here you get tangible recommendations for how to build the adaptability and change capability into the organisation in order for you to be able to utilise the increased change pace while still making the people in the organisation thrive.

Download our white paper about the change of change here and get our recommendations for developing the organisation in a change process.


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