Change is one of those things, that doesn’t come naturally to most business owners, or managers.

It is the biggest pain point for most growing and evolving businesses, and the number 1 reason why companies and businesses fail to grow to their potential – they literally are falling over themselves…they become their own hurdle.

Change often evolves from a crisis arising in a business, and the fear is that it is going to be difficult, painful and push us into our “uncomfortable” place. Low or no profits, mounting debts, staffing issues, stop-work meetings, even too much work…you name it…a crisis point can arise and drive behaviours like nothing else.

Many companies I’ve worked with consulting for marketing or business strategy, was really born out of a need for change, some type of pain catalyst that became unbearable and pushed them into action. This week’s blog is looking at how structured/managed change can completely transform a business, whether the business manager or owner is ready for it or not.

Structured change is positive, and can lead to total transformations in business environments, but the implementation can often create blind spots if not done correctly.

One of my favourites of recent reads is by Stephen Hay and his book is free! (I’m not an affiliate, or get any kickbacks, I just like his style and so am sharing it here…)

Partial implementation of change, whether it be systems or people, can create an adverse result, rather than the initial desired effect.

“Most change management theories and business consulting models start with the view that you need to identify the future you want and then plan a pathway to get there. The status quo in organisations exists only as something to be moved away from. But what if this approach creates blind spots and contributes to the high percentage of corporate change projects that fail? Change projects fall short because the people involved don’t understand the uniqueness of the organisation they are seeking to change. You can turn your corporate change initiative into something clearly defined that fits your organisation like a glove and takes into account the people, the place, the work, and all forms of ROI – tangibles (time and money), intangibles, and strategic advantage. Deliver complete change throughout your organisation, not just one part of it.” Stephen Hay

Why do business owners or companies only grab one part of the puzzle?

This is mainly because as businesses or consultants structured to help may only look at their own speciality ie. one piece of the organisational pie. For example, a problem presents itself with staffing or recruiting, so a business owner goes to see a recruiting or HR specialist, only to find out that once they’ve worked through the issues with the consultant, that the real issue, which was systems and process related, has started up and the business is again at the mercy of an “HR problem” which in reality, is they have outgrown their manual systems and processes putting more time pressure on staff, and is more a technology issue.

It’s at these pain points that by looking at the entire organisation as a living organism, and writing a strategic plan that takes into consideration all facets of the organisation, we can see what really is going on in the business. Its then that you can stand back and look at the big picture and start prioritising what projects are going to be tackled first, giving the best overall effect.

Donna Bates is a Business & Marketing Strategist specialising in Growth & Upscaling contact her