Accept Change, Move On

When the word ‘creativity’ is used, we generally understand it as the ability to create something physical and unique. Creativity is often taken in the context of art and literature. An artist expresses his creativity through the colors he uses, a writer through words, an architect through his buildings and a musician with his instrument and musical notes. But there is more to creativity than that. It can also mean recreating one’s life.

In any life, the only constant is change. Everyone faces different phases of life. Our ability to deal with those changes dexterously is called creativity. It requires that one be willing to step away from easy answers and quick solutions. It needs one to look beyond the familiar and into uncharted territory. Ultimately, creativity is about risk and courage.

As a toddler; we find life gloriously free from responsibility. As we grow older, social norms require us to adapt our behavior to the external world. Gradually, we get programmed to behave in a certain way.

It is almost a metaphor for life, which forces us to adapt to real time change. For example, life changes once we get married and have children, The carefree life changes into a life of responsibility. It is possible to feel stifled by the link between one’s behavior and the way others fee.

Every aspect of life requires us to be creative. As circumstances change, we should be able to dance in the moment. Many people find themselves unable to accept changed circumstances, making for great frustration. For instance, a strategy shift in an organization inf the form of either a merger or an acquisition will affect many employees. Some get more responsibility and some may lose jobs. Just months ago, recession forced change on reputable organizations, some of which filed for bankruptcy. Many faced management changes, retrenchment and relocation of employees. Many found employees resentful and confused.

These reactions indicate a collective and destructive emotion even though every individual should instead, take ownership of his/her reaction. The downturn was an irreversible process. But how does one handle such a devastating situation? We need to understand that once an event has occurred, it is entirely up to us to choose the way we accept and move forward. When we resist change, we stagnate.

Creativity requires the courage to let go of certainties. Conditions for creativity are to be puzzled; to concentrate; to accept conflict and tension; to be born everyday; to feel a sense of self.

Creativity in our interaction with people is one of the most crucial skills a human being can have. It is also the one that people focus on least, choosing instead to concentrate on developing our academic skills or general knowledge.

So, what is it that prevents us from accepting change? Our fear of failure because we underestimate our capacity to learn new things. It appears unthinkable because the mind says, “I am best at what I do”. But how will you ever know if you are good or bad at something else unless you try it. There are also the social pressures of being at a particular level in our job and egotistic anger about being passed over, say, for promotion. The right question for those who wait for the perfect job, perfect boss, perfect organization and perfect colleagues, is; “How perfect am I?”

Change by definition is temporary. The pace at which a person accepts the change and moves on truly shows his creativity. Re-creating one’s own life the highest form of creativity because “the future doesn’t just happen, it’s shaped by decisions.”

Seven S Framework of Management

A common adage in the management consulting business is that efficiency and effectiveness are completely different measurements. An organization can be extremely efficient, getting high productivity from their workforce and producing their product or service with very little waste or churn, yet be totally ineffective in meeting their objectives if, for instance, their product or service is not accepted in the marketplace. This difference is often distilled to the statement “efficiency is about doing things right, while effectiveness is about doing the right things.”

The Seven S approach is a framework that focuses on guiding managers to improving, not just our processes, but our entire strategic approach to the business.The Seven S approach is a framework that focuses on guiding managers to improving, not just our processes, but our entire strategic approach to the business.

So what are the Seven S’s, and how do they fit together to help consultants and managers improve business performance? Here’s a brief walk through of the attributes of the Seven Ss.

#1. Strategy: The overriding goal or objective that the enterprise wishes to achieve, and the course of action it intends to take to reach that goal. From the viewpoint of IT, the key question here is often about alignment. Are the activities of the IT staff focused on achieving the strategic goals of the organization? Is there a forward-looking IT plan or road-map that illustrates how the IT function will drive towards to long-term strategic objectives of the firm? Is the CIO involved in strategy formulation or just an implementer? Every IT professional has experienced situations in which a manager or executive becomes enamored of some technical solution, often sold to her by a sales representative as the “end-all fix,” and IT finds itself devoting all its energies to implementing a product that is disconnected from the firm’s strategic goals.

#2. Structure: The manner in which the enterprise is organized, and the relationships between the entities, such as departments, field offices, etc. Is the organization authoritarian, like the military, or decentralized or federated? How do internal processes and human resources work together to achieve the goals? In my consulting experience, I’ve seen many firms that want to migrate to an e-commerce approach to sales, and yet see e-commerce enablement as a project, rather than as a structural problem that needs to be solved. No matter how great the e-commerce engine an organization builds, if it’s internal organization and structure is not modified to adapt to this new channel, it has very little chance of success.

#3. Systems: Not just information systems and infrastructure, but also the processes and the functions that enable the organization to work, such as recruiting, accounting, and procurement. From e-commerce to data warehousing and knowledge management, and all across the array of processes and systems that companies employ to deliver their products and services, the ability to make the right technology decisions, to optimize processes, and to enhance productivity are make-or-break elements of success.

#4. Staff: The human resources that actually accomplish the work, and the recruiting, incentives, and compensation practices that encourage them to achieve. An organization’s ability to attract and retain the best talents and to keep them motivated and productive is key to execution of the enterprises goals. All the strategic innovation in the world cannot compensate for an unmotivated staff or low productivity.

#5. Style: The elusive “corporate culture” is captured here; is the enterprise customer focused and quality driven or focused on maximizing profitability at any cost? Does the enterprise strive to build a cohesive team of its staff, or does the organization view its workforce as a series of interchangeable hands-for-hire?

#6. Skills: The unique competencies that drive competitive advantage. From the “hard” technical skills of designing products and managing projects to the “soft” skills of communication and teamwork, staff capabilities are essential elements of strategic success. This element also addresses organizational skills: As we’ve recently learned in the case of General Motors, the ability of an organization to develop products or services that the marketplace values is the differentiating factor in the market battlefield.

#7. Shared Values: The core beliefs and attitudes that drive the enterprise. Values are not the mission of the company — that should be captured in the firm’s strategy. Values are about behaviors, taking the form of statements like “we’ll never sacrifice customer satisfaction for short term profit” or “we always thank the customer for choosing us.”

Seven S is just a conceptual framework; therefore, it doesn’t tell us how to fix those areas that require development. By applying your experience, reviewing the ideas found in the literature (such as Good to Great and other business classics), enlisting the insights and suggestions of members of the organization, and applying disciplines like Six Sigma where appropriate, you can help firms apply a consistent approach to strategy development and execution and improve their results and competitive position.