A truism (but still true): If it isn’t easy, it’s hard. Hard to do. Hard to make real. That’s why we need models. Simple ones at that. To use as guidelines, as red threads, for clarity and orientation.
Our »Model for Change« is quite in that direction.
It consists of merely four elements.
One: Abandon what’s grown obsolete.
Two: Exploit what works.
Three: Improve what can be done better (and is worth it).
Four, naturally: Innovate!
To be sure: Each single step can grow pretty bulky. But still – and all the more: A structure to guide you through the clarifying processes of change is of inestimable worth – and help. It’s the first step to effective Change Management.
Have a look at the model.
Golden Rule: You can’t add without subtract. So what’s obsolete is to be abandoned. To make way for the more effective, the more efficient, the better, the new. Another rule has it: If you don’t exploit what works you’re throwing money out the window. Next rule: Keep improving what can be improved; otherwise it will be replaced by the better. Possibly not YOUR better, but the competition’s. Which is, of course, to be avoided. Finally, without innovation, you’re out of the game sooner or later. Probably »more sooner« than later. Sorry for being frank. But then: It wouldn’t help much if we put it any other way, would it?
Two gems from our ever-growing collection of oddities.
A meager 45% of people with leadership responsibilities are willing to change and develop personally.
However, a 85% of people with leadership responsibilities think change to be of utter importance and a prerequisite for business development, sustainable success and progress as a whole.
Go on, have a stroll. Take a glance at some more of our ideas on New Thinking – prerequisite for New Change, New Growth, New Fun, New Happiness . . .