“ It ’ s much more about people , less about technology , to really figure out how you can transform an organisation ”
TOBIAS FLURY CHIEF TECHNOLOGY OFFICER , KARDEX senior leaders of the viability of the new direction and securing their buy-in .
“ To really make them believe in this transformation , a good vision , mission and strong pictures helped to really portray how it could work . You say , ‘ this is the avenue we have to go down , let ’ s start walking ’.”
Effectively communicating the vision for change involves mastering storytelling , a skill Tobias previously underestimated but found essential for painting a compelling picture . Initiating a change management process is challenging but straightforward ; you either highlight an urgent threat or depict a promising future .
“ You have two options ,” he goes on . “ In the urgent threat scenario , either you ’ re slaying the dragon , or it will slay you . And in the scenario of the promising future there is the beautiful princess whom the noble knight wants to free and make happy . The fight for the promising future is more sustainable and forward-looking , but much more difficult to convey than averting immediate danger . For psychological reasons , people react more quickly to danger than to potential gains . But once the danger has been averted , they fall back into their old behavioural patterns . That ’ s why we chose the princess .”
Clearly , there is no time for anybody to rest on their laurels as this programme of change takes shape and continues to evolve over the years .
“ Keeping the speed up over three years , full steam – that ’ s the other
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