{"id":4040,"date":"2025-03-24T17:04:09","date_gmt":"2025-03-24T16:04:09","guid":{"rendered":"https:\/\/www.francescopelliccia.com\/hri\/?p=4040"},"modified":"2025-07-11T15:35:24","modified_gmt":"2025-07-11T13:35:24","slug":"change-management-to-the-test-of-continuous-change","status":"publish","type":"post","link":"https:\/\/hrintelligence.it\/en\/change-management-to-the-test-of-continuous-change\/","title":{"rendered":"Change management to the test of continuous change"},"content":{"rendered":"

In recent years, the transformations undergone by the global competitive environment have generated a landscape in which organizational change <\/span>can no longer be approached as an episodic and discrete event<\/b>.<\/span><\/p>\n

From making discontinuity choices with respect to organizational models, ways of working or technological solutions to be used with a view to greater productivity and efficiency, change has now taken the form of <\/span>a structural condition, <\/b>necessary not only to aim for continuous improvement, but for the <\/span>very survival of <\/b>organizations.<\/span><\/p>\n

Without wishing to be exhaustive, it is possible to identify <\/span>some key factors <\/b>that have contributed more than others to this evolution:<\/span><\/p>\n

First and foremost <\/span>is technological advancement<\/b>, which is characterized by <\/span>increasingly rapid innovation cycles: <\/b>new technologies are emerging at an unprecedented rate, forcing companies to continuously adapt and innovate in order to survive and remain competitive.<\/span><\/p>\n

Of course, the increasing <\/span>volatility of the economic and geopolitical scenario <\/b>plays an equally important role: events such as <\/span>recessions, pandemics and constant international instability <\/b>have demonstrated the fragility of traditional business models and the need for greater flexibility and resilience on the part of organizations.<\/span><\/p>\n

Finally, for B2C organizations, <\/span>the evolution in the expectations of the end customer<\/b>, who demands a highly personalized experience at every touchpoint with the organization, and whose desires now completely escape the rigid logic of <\/span>homo economicus<\/span><\/i>, but are influenced by emotions, values and social factors that make decision making much more complex and less predictable.<\/span><\/p>\n

The literature refers to this as the <\/span>maintenance phase<\/b>.<\/span><\/p>\n

 <\/p>\n

In short, we find ourselves<\/b>\u00a0in a scenario\u00a0<\/span>perfectly described<\/b>\u00a0by the acronym<\/span> BANI, <\/span><\/a>coined by the American futurist and researcher Jamais Cascio to indicate the fragility of modern political and social systems (<\/span>Brittle<\/b>), the growing collective anxiety brought about by uncertainty (<\/span>Anxious<\/b>), combined with the nonlinearity (<\/span>Non Linear<\/b>) and difficulty of understanding (<\/span>Incomprehensible) <\/b>of the reality in which we live.<\/span><\/p>\n

 <\/p>\n

The change \u201cis changing”?<\/b><\/p>\n

Therefore, not without reason those involved in change management tend to emphasize how <\/span>the lenses through which to interpret change have evolved, following 4 main directions<\/b>:<\/span><\/p>\n