Helping hand

Should organisations follow Lewin’s classical change prescription to ‘refreeze’ after the ‘moving’ stage? 1.       INTRODUCTION: Change is a common feature which displays its impacts through all businesses regardless of size, structure, industry and age. Our world is changing rapidly within the fourth industrial revolution and to sustain in this innovative and competitive era, organisations must adopt, change and react quickly. Organisations that handle change well thrive, whilst those that do not may struggle to survive. Organisational changes such as processes, visions, strategic goals, structures, product lines and offering etc. do not have to be a very complex process. During the organisational change process, organisations may face different problems and barriers in different stages. Beer and Nohria (2000) have pointed out that approximately two-thirds of transformational change projects fail because of ineffective direction in the change processes. Therefore, or

‘If you cannot measure it, it is not worth doing’. The statement in the light of managing change and innovation 1.       INTRODUCTION: We are in a time of substantial economic, technological and organisational changes with several uncertainties. Latest and ongoing technological reforms have been improving our work environment by increasing our productivity, decreasing the risks of on job accidents or mistakes, and reducing the physical effort required on normal jobs which will allow workers to perform smarter and more effectively; potentially increasing their job satisfaction. These revolutionary change are normal part of life. Change is essential, fascinated, scared and excited but important to plan, measure and evaluate it. In this modern world, key success factors for change are ‘measuring’ and ‘evaluating’ the change. Measuring change is extremely important. There is a saying, ‘what gets measured gets done’. Unfortunately, we are not very good at measuring actual i