The days of “big ticket” discrete change programs, implemented one after the other, are long gone in the banking and insurance sector. Fitness for change is now simply a requirement to be in the financial services business—not something you pay attention to only when change comes along.
The workforce of the future will need to manage numerous change initiatives simultaneously, and for that businesses would be wise to guide their efforts and systematically build their capabilities through the use of rigorous change analytics. Otherwise, they risk making bad decisions based on flawed assumptions and mistaken conventional wisdoms about what really drives successful organizational change.
Fortunately, today’s wealth of data and powerful analytics capabilities make it possible to employ new, quantitative approaches to managing organizational change. In so doing, they are helping to demystify the people side of organizational change.