The ubiquitous influence of change is maximum at the point of initiation. Most organisations align to the fact, that they need to change in order to survive. The basic essence and nature of survival is to have a quick, agile response that usually results in dramatic decisions; collaboratively in all probability. People within organisations as individuals or as part of self forming teams are expected to align and be nimble footed to make sure that the thrust of change maintains a consistent speed.
The essence is natural but there is a need that organisations understand if the change is strengthened by an inherent self created value system. A value system is best defined as a way of doing and delivering that is inherent to the organisation in creating paid value to a consumer. This is important because the speed of change is directly proportional to the inherent value system; a very important facet to understand.
Any planned change can have a quick start however being nimble footed is just one facet. It needs to ensure that this speed is not hunted down by the value system that drives the organisation. If an inherent value system is built upon self paralytic, self prophesying momentum than its aggression can easily make planned nimble footed change move through rapid strategic direction changes which essentially slows down the pace of change and sometime stumble.
It is very important that this is understood as organisations spend a lot of time analysing what went wrong, especially when any planned change initiative slows down drastically. All organisations create a value culture which is not necessarily aligned to a plaintive mission or vision statement. It needs to be felt and understood before a change thrust can be initiated. If an organisation has a good, well knit value structure than implementing change is easy as alignment can be felt and understood, however if this is not the case than it needs to be well understood or compensated for.
Key areas that define a value system (Graves model) are:
- Ethics
- Morals
- Standards
- Preferences
- Belief systems
- World views
That come together in Self organising principles to define an individual, a group or a culture. All these aspects need to be studied and understood to know the state of the value system and how well entrenched it is in the organisation.
If as an organisation you want your change initiative to be nimble foot and maintain the initial thrust in leaps and bounds pretty much like the buck than it is important that it is not chased by a value structure that diminishes the direction of change and eventually tires it out.
It is important that the value system is aligned and drives the thrust of change as anything else is disruptive. That is of course, another strategy.