One cannot manage change. One can only be ahead of it. In a period of upheavals, such as the one we are living in, change is the norm… But unless it is seen as the task of the organization to lead change, the organization will not survive. In a period of rapid structural change, the only ones who survive are the change leaders. ((Drucker, Peter F. “The Daily Drucker.” HarperCollins, 2004. Page 69))
Drucker isn’t talking about change management from the task perspective. Certainly the process of modifying behaviors and applying training and communications to change is viable. However, Drucker is talking about business change here. For your business to be truly successful, you need to be on the cutting edge, constantly innovating and bringing new products to market.
From the Human Resources perspective, this means each of our respective organizations should be constantly evaluating our employer brands and what it means to current customers (employees) and future customers. We need to continuously plan and shape our employer brands to the changing needs of the workforce.
Human Resources is also in a unique position to support business innovation and change as the operational business goes through them – adding new skills and competencies, creating new knowledge within the organization is all within the purview of HR.
One response to “The Change Leader”
At the risk of sounding somewhat biased I feel compelled to share my opinion of “HR leading change.” As I was reading your Druckerism, I was listening to NPR. The State of NJ has the highest property taxes in NJ. Not surprisingly, human capital healthcare costs were isolated as a material reason for the high property taxes. Ironically, we have approached the State of NJ over the years as well as their healthcare benefit auditors. They simply employ random audits of approximately 250 claims and are content with their methods. Here comes what some of you will say is a self-promoting commercial – that is NOT the intent (I worked for Price Waterhouse for 8 years, hence, I understand independence). Here goes, random audits are ostensibly worthless. We know this because we have been auditing eligibility for a large state government for 3 years. Through our data mining methods, we have saved our client millions of dollars. Random audits DO NOT provide any material value. OK, back to the point. In the context of the State of NJ, not only is HR not leading change through innovation, they and their consultants are creating a lot of bad press for Governor Corzine (a former Goldman Sachs partner). NJ government is NOT alone. It’s time for the readership of this blog to promote change and innovation and to continue to promote the great works of Drucker to management! Happy Holidays!