Organisational change often faces an iceberg of hidden challenges. Above the waterline, these issues are visible and expected, such as strategy, structure, and systems. Yet, beneath the surface lurk more significant obstacles, including shared values, skills, staff, and style.

Shared values, the core of the iceberg, reflect the corporate culture that shapes employee behaviour. Skills, the abilities and competencies of the workforce, must align with the organisation’s strategy to facilitate change. Staff, the people within the organisation, and their attitudes and fears can either drive or hinder change. Style, the leadership approach, can significantly impact the success of change management.

The iceberg metaphor emphasises that successful change management requires addressing both visible and hidden challenges. Ignoring the issues below the waterline can sink change initiatives, just as unseen icebergs can sink ships. Therefore, leaders need to understand and navigate these hidden challenges to drive successful organisational change.

Ultimately, change is not a project, but a journey. It requires ongoing effort, commitment, and adaptation to ensure the organisation can evolve and thrive in an ever-changing business environment.

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