… and that is what people need to realize, which in my opinion is the hardest step towards the beginning phase of a change management process. But every individual can only overcome this step on his own.
During several of my internships I experienced various changes taking place. This could be IT implementations that affect and simplify employess business processes, and it could be complete restructuring processes of entire companies which result in a decreased amount of employees after implementation.
Both scenarios I have experienced myself, while being in the role of an intern, which provided me with the advantageous role of being a „neutral“ third person who was not directly affected. Additionally, I was both times only employed on a temporary basis and did not have years of experience with the current/ „old“ processes and procedures which my colleagues had.
What I experienced the most was, that changes are made on a high and strategic level, as they in both cases either had an effect on several locations or even the whole company. So far, so good. But, are members of the management board in the position and are they equipped with the required knowledge of the actual operational processes, that they can make such drastic decisions without any support? In my opinion, NO! This will only lead to frustrated employees who do not feel understood neither taken serious. Employees want to be involved and want their opinions to be valued. Obviously not each opinion and point of view can be looked at in such decision making processes. Nonetheless, I am convinced that providing people with a role, with a responsibility within the change processes will keep them motivated and open for change.
On the same way how board members are searching for advantages for the company (or themselves), employees want to know which advantage is in for them during and after the change process? What and how will their new role be? Will there actually be a role for everyone afterwards? Because otherwise ordinary change processes might turn into serious and sensitive emotional experiences where people are unable to make rational choices anymore.
Applying my experiences on the change management process that would need to take place in order to implement a control tower concept, I would always recommend to first clearly identify the motivation behind the decision: Why is a control tower concept necessary? Which problems will be solved afterwards? Possibly then first employees will already recognize an overlap with problems they have experienced on their own during daily tasks, which could be solved. This already creates motivation for change.
Next to that decision making needs to be transparent at all time during the change processes and relevant information needs to either be shared with everyone or only with the responsible ones in case of classified information. This guarantees that everybod feels involved and is not left behind and remains stkc in old working procedures.
Overall, the employees need to be respected as an equal partner in the change process, as they provide valuable information about the operational and tactical level of business processes. It needs to be clear to everyone which role and responsibilities will be taken over by whom. And if there are employees that do not match with the new strategy plans of a company or which are not aligning with the values of a company anymore, there will always be other employment possibilities in the market. As in my opinion respecting and treating employees fairly does not necessarily result in a life long employment at the same firm, if it doesn’t contribute to the growth of the company neither the employee anymore.