Our Changing World

On a recent trans-Atlantic flight, we were transported back in time as well as across the ocean. Our plane ‘only’ had large screens for communal viewing of films. Without the zillions of options that accompany back-of-headrest viewing, those that wished to enjoy an in-flight movie had to watch together.

Such public acts of community are becoming rare. On trains, planes and buses, we plug into tablets to watch films and TV programmes, or listen to our own music. This is now so normal I find I am surprised when I see passengers (who previously were strangers to each other) talking on public transport. In our homes, family members use separate devices to watch or listen to their choices of news or entertainment.

Whatever you view of the merits or otherwise of how we behave in the spaces and places we share, it is clear there is a shift in our social biology. Grasping the essence of that shift, making sense of it, and understanding what it means is vital. This kind of big picture thinking is a necessary ingredient in how leaders should think about change.

From what… to what

The thinking and behaviour inside organisations needs to take account of its perception of the big picture context. For example, energy firms sensing a shift towards environmentally friendly electricity generation will need to rethink everything from fuel sources and emissions to logistics and processes. Staff may need to adjust their thinking by focusing on minimising carbon emissions whilst maintaining generation capacity. Behaviours may need to evolve too – for example by focusing on low-carbon working with as much diligence and vigilance as safety.

Planning how to achieve change

By describing the outcome it wants to achieve and the step-by-step approach to getting there, the organisation can plan with rigour. Outcomes are future states – the achievement of which is within our control or our ability to influence. Forming outcomes is a disciplined process ending with a plan.

Seeing through the change.

All implementation efforts are susceptible to going flabby en route! Leaders can get distracted, or lose energy. Establishing governance programmes, project plans and clear accountabilities will keep everyone honest and on message. Establishing feedback loops and dealing with unintended consequences helps organisations adjust plans as they unfold.

Staying agile.

Planning and governance are important. However, they can be over-engineered. Organisations may waste energy trying to predict every risk and devise endless countermeasures. Eventually people cannot see the wood for the trees. Also, remember, few plans survive initial contact with the enemy or reality. Be prepared to adapt. Don’t get hung up on ‘it’s not in the plan.’

This insight is not new. Back in the nineteenth century British Prime Minister Benjamin Disraeli remarked, ‘Change is inevitable in a progressive country. Change is constant.’