Fox Mulder, from the ‘X-files’, is reported to have used this phrase, in his search for ‘The Truth’, which he informed us ‘Is Out There’. But the authentic attribution belongs to Peter Drucker; a name well-known, in Organizational Development circles. To some extent, both Fox and Professor Drucker were right.
However, the only way, unilaterally, to ‘invent’ the future is to have influence over the circumstances that shapes it. This sphere of influence is, inevitably, limited, compared to the vast constituency, which lies outside its control. As well as that, the very amorphous nature of events, themselves, makes predicting the future a very arduous pursuit. Notwithstanding, to survive, let alone prosper, organizations of every size and endeavour, must, continuously, anticipate events, so that they can plan for the future.
The fact is that an organization does not function in a vacuum. It conducts its affairs within its own unique organizational environment. It is contingent for its form and behaviour on that environment. An organization must never see itself as organised, but in a constant state of organising. It must correlate the ever changing activities and events, occurring beyond its organizational perimeter, with the aims and activities of the jobs being undertaken, within.
How can that be achieved?
- The belief that the ‘status quo’ can be maintained, in any circumstances, must be rejected, throughout the organization.
- All members of the management team, must be held accountable (preferably through a defined key result area) for the management of change, within their areas of responsibility.
- There must be effective mechanisms in place to monitor, identify, evaluate and respond to Change, occurring in the organizational environment. This is not, just, the environment, where the corporate organization interfaces with the outside world. Divisions, departments and even sections, within departments, have their own environments, consistent with their activities and levels at which they operate.
The successful management of Change is not achieved by some ‘one-off’ project. Nor can it be delegated to some external agency. It is an essential ‘day-to-day’ responsibility for everyone, if the organization is to stay current and relevant to the demands of its environment.
‘Don’t run yesterday’s business’
This viewpoint contributed to the DNA of the following Training Package