Change-people should apply for operational jobs more often

Posted on July 1, 2011

1




Change-people should apply for operational oriented jobs to gain more influence on the company essential work processes and thereby optimize product value.

I experience a strong tendency where change-people is often found in change dominated departments or companies where they can be with mind-fellows and talk change-language. Thereby they often reduce their role to merely supporting the operational people making core decisions; this of course if the operational people decide to listen. The problem can be that change language is conceived as complex and different to operational language: If the used language is to different, change-people are often sidetracked to core decision-making processes. In short this means that the time (and money) used to develop a contribution is never used to add value to the core decision. On the contrary the change department stands out as an immediate non-asset that could be part of downsizing the company structure in the near future.

Change-people. Who are they?
Change-people are creative, innovative, coaching, learning, leadership and management consultants that produce loads of books and articles written in change language to change-people and for change-people. They tend to have a hard time working with the same issues for a longer period and focus on jobs with big variation.

Change-people are very seldom invited to participate in the core decisions that moves the company production. They often work in the periphery of the company decision-making processes as supporters to the operational people that make the core decisions. Thereby they add experience to the existing picture that change-people very seldom contribute to the company results.

Change-people can optimize core decisions!
What I have found is that change-people often can optimize core decisions (surprisingly huh?) The catch is that change-people must give up:

– Job variation.
– Change-language (to some extend).

Further, change-people shall learn to talk operational language and find out how to present change oriented suggestions and change oriented processes in a way so operational people do not get suspicious.

When the change-person finally is part of the team that makes core decisions he or she can slowly introduce change-language, ideas and procedures.

The situation where one or more change-persons are an accepted part of the daily core decisions will lead to better decisions in the company and probably result in increased growth.

Firms need to develop constantly to increase profit. Change-people can optimize core decisions that lead to better results; but it is up to change-people to insert themselves in the operational world and contribute to the core decisions. Operational people have no idea what the are missing…