Change management—from the inside out

The following question was posted on a recent forum regarding change management:“I'm not excited to see the consulting world explode. There is a profound lack of original thinking. No one seems to be on the cusp of anything original. Is there nothing left to be invented? Is the innovation we talk about dead in our profession? In a world where we talk about change, everything and everyone are the same. I'd like to know what you're going to do about it.”

We view the past three decades more as a "re-branding" of classic work simplification techniques rather than true innovation. Six Sigma, Lean, and even leading back to TQM, TPM, TPS, and all the other acronyms consultants latch onto rely on classic work simplification requirements to process improvement. Most disturbing is the lack of experience in work methods and measurement to correctly identify the success of these initiatives.

By definition, the root issue of change management is pushing the need for change. Change management isn't necessarily what companies or individuals need. The true need is the ability to tap into their own creative and critical thinking capabilities. Many problem-solving approaches provide step-by-step processes to solve problems, but none of these explain how to generate creative and innovative solutions. This approach—teaching individuals and companies to be “self-innovative”—could be the next big thing.

There will always be a need for strategic leadership and bringing consulting resources in for major initiatives. However, tapping into the creative and critical thinking of the individuals within the organization should not be overlooked when working toward continuous improvement programs.

Quite frankly, I’m not sure I agree with the originator regarding the consulting explosion. Companies just need to make sure they find the right consultant—one who is an expert in their field; has the expertise to support the change required to embrace the initiative; and can help develop resources to sustain and continually improve.

In addition, the partner should be able to provide leadership in developing the companies resources to sustain and continually improve.