There’s no getting away from it. Change is everywhere right now – in business, finance and almost everywhere else. Eventful and unexpected changes like these are a reminder that nothing is set in stone. Yet many businesses are run on the mistaken belief that we can predict and control the future. So how can organisations get better at adapting to shifts in the marketplace?

In his new book, Survival is Not Enough, marketing guru Seth Godin argues for the importance of evolution in business survival. Far from being something that belongs just in classrooms or nature documentaries, evolution is vital to every successful organisation. It’s not simply a case of being open to change – it’s about constant development

Change – the only thing you can be sure of

In his book, Godin highlights how change is happening more and more quickly in our world. But businesses still resist it. This resistance is often built right into the way an organisation works. However, in unsettled times like these, set ways of working can become a serious barrier to success. As Godin points out, a business is not an isolated being. It’s an organism that interacts with many other organisms and which is affected by its environment. So we need to take a different view.

Evolution – the answer to a better business future

Instead of hanging on to tried and tested business strategies, Godin argues that evolution is the most powerful tool we have for dealing with change. And that means accepting – not fighting – change. His innovative approach, called zooming, is about training people constantly to make small changes. This in turn creates a more effective organisation designed to go with the flow of change.

Zooming, penguins, and the big idea

Penguins do it. Most businesses don’t. Godin argues that the majority of organisations are based on the assumption that we operate in a stable world, where we have some control over happens next. That’s why so many organisations fail to respond positively to change. But for the humble penguin, evolution is an everyday thing. They’re constantly adapting. Unlike most businesses, which get to a certain point where they’re satisfied with their successes. And stop growing. That’s when change leaves them behind.

Godin’s zooming idea is simple and very smart. Build in an overlying strategy to create a business that is so highly flexible and responsive that it is truly prepared for whatever might happen. Right now, are your people ready to adapt to the demands of the next few years or even months? How could embracing change help you stand out in your marketplace?

Change is here to stay. Are you ready for it?

Get your business better prepared for the future with a half day Change Management business training in Nottingham.

As someone wise once said, “Nothing endures but change.” As this comment by the Greek philosopher, Heraclitus  highlights, change is the only certainty in life. Another wise person has done extensive research into the ways we respond to this fact of life.

Everett Rogers’ studies cover the full spectrum of change. His Diffusion of Innovations Model can help all of us identify ways to respond powerfully to change. Rogers’ view is that “The degree that a person is open to change and innovation will seriously affect the rate of change.” He identified five categories of innovativeness. Which one are you?

Innovators – in at the start

According to Rogers’ research, Innovators are the first 2.5% of the population to adopt new ideas. They’re the intellectual risk takers who get connected with other innovators. These are the experimenters who can understand and apply complex technical concepts. They’re also able to withstand a high degree of uncertainty.

Early Adopters – an important influence

Making up the next 13.5% of the population, Early Adopters are usually more integrated into the local system than Innovators. These people are good at influencing friends and colleagues. They successfully put new ideas into practice. This is often the most influential group because others respect their opinions about new innovations.

The Early Majority – sharing ideas

The next 34% of the population is made up of the Early Majority. They’re usually just ahead of the average members of the group when it comes to adopting new ideas. They might not have as much influence as the Early Adopters, but they do help spread ideas and connections.

The Late Majority – a cautious approach

The next 34% features the Late Majority. These people are likely to adopt changes just after the average member of a system. Peer pressure is likely to get them to adopt new ideas, but they usually remain sceptical and cautious! They like to know what they’re getting into before they make a change.

Resisters – taking their time

Resisters are the final 16% of the population to adopt innovative changes. Their decisions are usually based on what has been done before. Resisters are generally suspicious of both innovations and change agents. They often need to be sure that a new idea won’t fail before they can adopt it.

Did you recognise yourself and the people you know? Are you a shaper or a follower of change?  Rogers’ research shows that for change to really take hold, at least 15 or 20% of a target population must accept it. Early Adopters are the most vital group for change because they’re the ones who have links to the innovators and to the more cautious groups. Want to make change happen in your business or personal life? Understanding the people around you and how they relate to innovation is a vital step towards making things happen. Are you going through change? Then join our Change Management for Managers course.