Are you ready to lead the change from front?

Adapting to change is the biggest challenge for any enterprise that is on the threshold of change in the face of new-age complexities. It isn't about survival of the fittest, but about survival of the moderately adjustable. Have you wondered why some companies are adept at changing with times and bringing in a timely transformation, while others struggle to get there?

That is essentially because those companies think and act exactly the opposite way as others would do. And in the process, they make every employee a change agent, by default.

Today, Apple is undeniably an innovative company in technology. Was that entirely because of Steve Jobs? Not many would agree. It was a collective effort by teams of workers, with some burning the midnight oil. Whatever, Apple is Apple, because it did things differently, understood the pulse of people, aligned its strategies with changing times, despite having the same talent, same access, infrastructure and same exposure as others.

"The progressive companies plan change in very systematic manner, they see it as MUST do thing, they take change as plus move even when they are cruising at their level best speed with their product or services combined with their market placements. These companies survive, remain progressive because they align with human nature, the ever changing human nature that brings change in market, change in technology, change in condition / situation, change in preference etc. These companies lead the change from front," says Sanjeev Kumar, Group CIO, Group President - Business Excellence, Adhunik Group of Industries.

Every company knows what it does, but very few organizations are successful in communicating why they do it.

Simon O. Sinek, author known for popularizing a concept of The Golden Circle, has an explanation: "If Apple was like any other company, their message would be: 'We make great computers. They are beautifully designed, simple to use and user-friendly. Want to buy one? That is how most of the marketing is done. But it is uninspiring. Here is how Apple actually does it: '"Everything we do, we believe in challenging the status quo by making our products beautifully designed, simple to use and user-friendly. We just happened to make great computers. Want to buy one?"

That seems simple, but the underlying message is profoundly customer-centric and points directly to why people should buy Apple computers. And Apple did it just by reversing the order of the information. Gone are the times, when people would buy what you sold. "People don't buy what you do, but why you do it," says Simon.

Most essentially, being competitive means that you are growing with times and are a part of the change.

"Change is something inevitable in business like we see it everywhere, a clear plan for change irrespective of state/situation, strategy for change, top management awareness and deep insight into changing scenarios help a lot. While making Annual Operation Plan, a change item could be new product, new market, matching with changing preference, new technology, better way of doing things say automation, strategic mergers and acquisitions should be mulled by a different strategic group of people," says Sanjeev.

With changing needs, there is a necessity to plan strategies to adapt to change and ensure overall success. And becomes the success quotient.

Michael Malone, author of 'The Future Arrived Yesterday', writes: "Companies will become shape-shifters, constantly restructuring themselves to adapt to changing circumstances and new opportunities. Examples include Wikipedia, HuffPo, Approtech, Twitter, Google and the US Army. These entities are embodying virtual, horizontal, innovative and adaptive forms of work and are focused less on a particular spot or position and more about being structurally/culturally capable of innovation."

Certainly, in this era of innovation, change is inevitable, but success is optional.