10.1 Identification of forces for change

Change is any alteration in the way an organisation is structured, the work it does, the methods and technology it uses or the people who work in it. Forces for change are the pressures, from inside or outside the organisation, that make such alterations necessary. Identifying these forces means recognising them early, understanding their source and judging how strongly they will affect the organisation. Office administrators are often the first to notice such forces, because they handle the systems, records and communication through which change arrives.

Example: an accounting firm's office manager notices that clients increasingly ask to sign documents and pay invoices online, that two experienced clerks are due to retire, and that the old filing room is full. Each of these is a force pushing the office to change its methods.

Methods of identifying forces for change

• Environmental scanning: regularly reviewing developments in technology, law, the economy and the market that may affect the organisation.
• Performance reviews: comparing actual results with targets to reveal gaps that call for new methods.
• Feedback from clients and staff: complaints, suggestions and surveys show where current ways of working are failing.
• Benchmarking: comparing the organisation's practices with those of similar organisations to see where it lags behind.
• Force field analysis: a method developed by Kurt Lewin in which the driving forces pushing for change and the restraining forces opposing it are listed and weighed, to judge whether change will succeed and which forces to strengthen or reduce.

10.1.1 Importance of identifying forces for change

Identifying forces for change early allows the organisation to act by choice rather than react in a crisis. It gives time to plan, consult staff, find resources and test new methods before the change becomes unavoidable.

10.1.1.1 Prepare for change

Knowing in advance what forces are building up allows the organisation to prepare. Management can draw up plans, set aside funds, train staff and adjust schedules before the change takes place. Staff who are informed early are also less anxious and more willing to accept the change. Example: an office that learns early that a regulator will soon require electronic submission of returns can train staff and set up the system months before the deadline, instead of rushing at the last minute.

10.1.1.2 Competitiveness

Organisations that spot and respond to forces for change keep pace with or move ahead of their competitors. Adopting better technology, faster services and lower-cost methods early helps an organisation keep its clients and win new ones. An organisation that ignores these forces loses ground to rivals who respond first.

Other reasons for identifying forces for change

• Reducing risk: early warning of threats such as new laws or cyber attacks allows the organisation to protect itself.
• Seizing opportunities: new technology, markets or funding sources can be used before competitors take them.
• Better use of resources: planned change is cheaper than emergency change, which often needs overtime, consultants and rushed purchases.
• Survival and growth: organisations that adapt to their environment survive; those that do not may decline.
• Improving staff morale: a forward-looking organisation offers staff new skills and opportunities.

10.1.1.3 Types of forces for change

Forces for change are grouped by their source: those that arise within the organisation and those that come from its environment.

10.1.1.3.1 Internal

Internal forces for change arise from within the organisation, from its people, structures, systems and performance.

• Change of leadership: a new chief executive or manager often brings new priorities, structures and methods.
• New strategy or objectives: a decision to open branches, offer new services or merge departments requires changes in work and structure.
• Poor performance: falling output, rising costs, delays or frequent errors show that current methods need changing.
• Staff needs and expectations: employees may press for better working conditions, flexible hours, training or modern equipment.
• Workforce changes: retirements, resignations and the hiring of new staff with different skills alter how work is done.
• Outdated systems and equipment: old machines and manual systems that slow work push the organisation to modernise.
• Growth or downsizing: an increase or reduction in the size of the organisation calls for changes in structure, roles and office space.

10.1.1.3.2 External

External forces for change arise in the organisation's environment, outside its direct control.

• Technology: new tools such as cloud storage, electronic signatures, online payment and artificial intelligence change how office work is done.
• Laws and regulations: new laws require changes in practice. Example: the Data Protection Act, 2019 requires organisations to change how they collect, store and share personal data.
• Economic conditions: inflation, interest rates, taxes and changes in demand affect budgets, staffing and prices.
• Competition: rivals offering faster or cheaper services force the organisation to improve.
• Customer expectations: clients increasingly expect quick, digital and round-the-clock service.
• Social and demographic changes: a younger workforce, changing lifestyles and attitudes to work affect how staff want to work.
• Political and global events: government policy, elections, pandemics and international events can change the operating environment suddenly.