Organizational DNA – Resilient Company

The resilient organization

The profiler has revealed that the organization I work for is the resilient company. It is the best and healthiest organizational type. The organization is in an excellent operational order, although it is not a call to smugness or satisfaction. Invariably, the resilient body recognizes better than to trust their press; they are always examining the prospective for the next market innovation or competitive advantage (Strategy&, n. d).  Also, the resilient organization is supple and flexible to adjust and adapt faster to external market moves or shifts.  The resilient structure is persistently aligned and focused as an articulate business strategy.  Further, this kind of a self-correcting and forward-looking organization foresees and predicts changes habitually, and attends to them proactively.

Furthermore, the resilient company differentiates itself in its reaction any time it gets a challenge. For instance, it applies constructive, immediate, and thorough responses. Additionally, the resilient company attracts inspired and motivated team players and provide for them authority, resources, and a stimulating working environment to deal with intricate issues. Moreover, the resilient company has a unique culture, which is regimented in centering its efforts on winning areas and opportunities (Strategy&, n. d).  The executive and senior people within the resilient organization walk the talk and convey consistent messages.

How Resilience will impact the change management within the organization

We live in a decade of business discontinuities, hauling economic instability, and exceptional changes. Consequently, the resilient group has the capability to respond to respond to the above challenges and unforeseen change. As it can bounce- back and leap forward with determination, speed, precision, and grace. Resilience illustrates and represents the next chapter in the progression and evolution of traditional place-centric organizational structures (Neilson, Pasternack, &, Mendes, 2004). Change in the working atmosphere is becoming the status quo, and the impact of all the changes to your team players could be separation and stress, which leads to a frustrated and exhausted workforce.

The perfect and ideal way to deal with change in an organization is to develop and create a change management strategy.  The change plan needs to comprise of educational programs and change models to reduce and minimize resistance. The objective of the modification program is to motivate and encourage the workforce to accept and embrace change. Also, an organization may take a step of developing its leadership into becoming change agents or champions, which will learn how to lead and manage change.

However, most of the modification initiatives focus or center of the wrong thing instead of training the workforce to reduce resistance, steer a change model, and manage change. Conversely, leadership should concentrate on structuring a resilient organization (Neilson, Pasternack, &, Mendes, 2004). Constructing and building a resilient workforce, offers organizations with tools required to fit and move forward into the modern changing landscapes. The resilient structure increases the readiness and readiness for productivity and change, and creativity and innovation. As a consequence, the workforce will start to evaluate and examine change through a knowledge lens instead of resisting change.

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