Change is the only constant

World over, organisations struggle with two major questions. What to change and how to bring that change within the culture of organisational framework. There is so much of guru-speak knowledge is being distributed; unsolicited advice and vision building exercises are being doled out. Philosophy, in wraps of management, is also being advocated.

In this overload of information and formulae of change management, the major question is not being looked up as 'Why the needed change is not happening?'

To know “what to change’ is the first step. Whether it for personal growth mapping or organisational strategy, 'What' is the stepping stone for 'How'.

Any organisation or individual must identify the specific reason as to 'why' any kind of change is desired in the first place. Executives increasingly use the term “transformation” as shorthand for either cost-cutting or bringing in invincible targets often set by teams of consulting organisations, and hence, they do not directly deal with consequences.

Why change? A simple answer to that question is to create value. The organisations and individuals need to learn to embrace change and seek value creation. The changing times make sure that it is need of the hour.

Let's look at it this way: Bajaj Auto's plant at Chakan, near Pune, had scheduled 25 lakh vehicles by the year 2000 with a phased growth of 2,00,000 units each year or as per the market needs. For the first twenty years from inception, Bajaj never introduced any new product except old Vespa in contemporary design. But in 1980, Japanese manufactures came to India looking at possible partners.

Bajaj Auto had limited Research and Development (R&D) team and had no new models to showcase but they scraped up. Rajiv Bajaj as general manager (his designation then), began on a mission to tie up world-class technologies with the company's product. From Austria's AVL to Italy’s Cagiva motor company, Bajaj Auto spent 0.9% of net sales of Rs 24.13 crore on R&D in FY 1998.

Yet, there were many learnings coming their way every day. Had they not been ready to change in those days, perhaps the legendary company would not have been abl to survive.

The need is to learn innovative technology, open eyes to artificial intelligence (AI) and step up on innovation band wagon. If you are trying to bring a change, however small to your team or organisation, the best way to take everyone in your stride is to hear them out.

The trick here is not to tell them your wish but ask a question, debate, and discuss to arrive at an answer together. Listening is the key to unlock the train of your idea to our idea, to reshape the idea, and to ultimately create the accountability for each member.

The second thing is to make sure that your team is becoming tech savvy. The world around us has changed drastically in last five years. And by the end of next five years, the digital transformation will have altered everything we see today.

Third and last one is straight from Bajaj's heart. “If people are ready for stainless steel, don’t give them platinum.” Which means, read the time and need correctly, and act.

The writer is a strategic advisor and premium educator with Harvard business publishing