Global leaders are engaged in continuous change process both with individuals and organizations.  They are constantly asked to take on new roles, expand different roles and recommit to variations of their constructs to enhance company’s globalization efforts. Change execution and the transformation of business culture go hand and hand.  Ensuring that leadership and employees can commit to change in order to support the transformation is paramount to an organization’s success in growing technically while remaining cutting edge, sustainable and retaining human capital.

Change strategies and methodologies must include tools that measure success and performance as well as help build a systematic and flexible approach to minimize business disruption, accelerate results and increase commitment.  Alterations in the status quo, technology, tasks and processes are all affected by change agents (Moran et al, 2011) and leadership should analyze the driving and resisting forces for change within individuals and groups.  There needs to be a multidimensional approach starting with the environment and cultural differences in order to realistically understand what changes will need to be achieved and what the effect of the change is on the organization. Using power, rationale and reeducated conditioning a savvy change maker can change the status quo (Moran, 2011 pg. 120) but if there is no ‘champion’ level commitment that will reinforce the leadership “buy in” backed by an informed plan of proactive and targeted change execution activities, the success of change commitment will suffer.

Effective leaders must champion change, they need to be transparent about the change execution process and be able to address matters head on.  They need to empower their people to understand that change energizes the organization.  By creating the strategic change message, enforcing stakeholder and organizational alignment and providing capability development for sustainment establishes a common language for tracking commitment success and illustrates the achievements further incentivizing self-efficacy and overall productivity.

As Schein’s (1980) planned change theory describes leadership and motivation having a support system in order to make sure that the changes are effective; most organizations also having a structured change execution approach will increase an organizations project success, cultivate agile development, and create the culture and ecosystem embracing changes.

References:

Pennsylvania State University. (2014). OLEAD 497B: Lesson 5: Learning and Change in a global setting. Retrieved at: https://cms.psu.edu

Moran, R. T., Harris, P. R., Moran, S.V. (2011) Managing Cultural Differences Leadership Skills and Strategies for Working in a Global World. Oxford:Routledge. Pgs 100 – 124

Voge, W., (2009). Stakeholder Commitment: Why Is It Important?  Retrieved from:  http://www.projectsmart.co.uk/stakeholder-commitment-why-is-it-important.php