Question: Isn’t it better to introduce changes slowly over time?

Research has shown that incremental change isn’t as effective as diving deep into strategic change. Because of the pace of change in today’s world, any recommendation or conclusion resulting in incremental change is essentially of no value. The incremental change approach is not a sufficient strategy to keep up with the exponential rate of acceleration, and it will do little to address your present situation and future state.

Also, incremental change is ripe with politics and often amounts to people simply wanting to be seen as planning, changing and adjusting situations to address the problem. It typically involves a daylong workshop or a multi-day retreat facilitated by someone who renders ultimately a 2-3 page document that recommends a few changes to tweak the present state and address over the upcoming quartile or year. Consequently, the organization is seen to be open, flexible and responsive. However, this method normally falls and only focuses on the margins of meaningful change.

If the organization is committed to move beyond their internal politics and is actually interested in addressing change, it can move from a garden variety of incremental tweaks and into a set of bold recommendations, which are meant to underpin a reconstruction of the entire ‘house’. Whether it’s the foundation that needs to be addressed, or a major renovation of the second floor, this type of bold approach can lead to a full overhaul and a revitalized organization.

Of course, this involves a deeply reflective and highly strategic set of measures. It carries a disruptive variable which many people find uncomfortable, but it can lead to substantive and successful change. Without it, the organization not only loses the opportunity to move to a new level, it also suffers and loses the war of attrition. This can mean not only zero gain for the organization, but regression and an actual set-back for the organization.

The effect of one bold change can result in a positive momentum that changes the constructs in your plan, including gains in measures of effectiveness, efficiency and fiscal results by as much as 12 percent. Imagine, if you could, an organization managing several bold changes all at once – that could result in a significant increase in your success measures and organizational effectiveness.

If you employ collaboration, growth and momentum, you will lead your organization to a place you never expected. You will reach well beyond what you thought possible. It starts with accepting the risk and making a commitment to bold strategic change in the strategic planning process, which can bring an absolute revitalization of the organization.