# How to Lead Organizational Change
Author:  Pal Sinha, Barnali 
Author URL: https://financedigest.com/author/pal-sinha-barnali
Published: 2022-06-10
Category: BUSINESS
Category URL: https://financedigest.com/category/business
Meta Title: Embracing Organisational Change: How Oxylabs Thrives
Meta Description: Discover how Oxylabs fosters innovation through constant organizational change & empowers employees to adapt & grow in a dynamic environment.
URL: https://financedigest.com/how-to-lead-organizational-changehtml

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_By_ **_Juras Juršėnas,_** _Chief Operating Officer at Oxylabs_

**Most [tech companies](https://www.financedigest.com/uk-to-fine-tech-companies-that-fail-to-remove-self-harm-material.html "UK to fine tech companies that fail to remove self-harm material") thrive on constant change. Changing teams, roles, and responsibilities keeps the atmosphere dynamic and fosters innovation. And yet, no matter how common the changes, they still must be initiated with caution, empathy, and clear vision. If implemented poorly, it can break the morale of even the most resilient employees.**

In our company, [Oxylabs](https://oxylabs.io/), constant change became a part of our culture naturally. We started as a small company that kept on [growing rapidly](https://www.financedigest.com/ground-support-equipment-gse-tires-air-market-to-grow-rapidly-during-the-forecast-period-2018-2028.html "Ground Support Equipment Gse Tires Air Market to Grow rapidly During the Forecast Period 2018 – 2028"). Larger teams and more [products meant we needed to rethink the way](https://www.financedigest.com/5-ways-to-sustain-productivity-when-the-clocks-go-back.html "5 ways to sustain productivity when the clocks go back") we work – many times. Now, we see ourselves as a dynamic organization, where nothing is set in stone.

We know that the [roles we have or the tasks we do today can change](https://www.financedigest.com/10-ways-automation-has-changed-the-role-of-the-cfo.html "10 ways automation has changed the role of the CFO") in the future, if that is needed to achieve our new ambitions as an organization. And we are ready to adapt, because change is what moves us forward. We know that as the organization is growing, we [need to grow](https://www.financedigest.com/55-of-uk-smes-unable-to-access-all-funding-needed-to-grow.html "55% of UK SMEs unable to access all funding needed to grow") ourselves. In fact, over 20% of Oxylabs employees have [changed positions during the last year](https://www.financedigest.com/1-in-10-workers-considering-a-career-change-in-the-next-year.html "1 in 10 workers considering a career change in the next year") – some outgrew their shoes and climbed to more senior positions, others changed departments, or even their focus area. Moreover, these statistics only include changed roles, but if we would also count those whose daily tasks and job scope have changed, the number would be much higher.

That being said, change does not cease to be a sensitive issue even if you implement it often. It still requires [open discussion and clear vision where that change](https://www.financedigest.com/how-open-banking-will-change-the-banking-industry-in-the-next-10-years.html "How Open Banking will change the banking industry in the next 10 years") would take us. Therefore, when we implement organizational change at Oxylabs, we try to follow a simple, but crucial process:

1) we recognize if and what kind of change is needed;

2) we discuss it openly with the team;

3) we implement the agreed [change and start living](https://www.financedigest.com/how-technology-has-changed-our-lives.html "How Technology has Changed Our Lives") with it;

4) we evaluate if the change [solved the problem](https://www.financedigest.com/british-start-up-reveals-the-secret-to-solving-the-problem-of-identity-fraud.html "British start up reveals the secret to solving the problem of identity fraud") it was aimed at.

Sounds too simple? Yes, until you move it from paper to real-life. Even for us, it’s not always easy to go through all of these processes thoroughly, but we strive for it.

**Recognizing the need for change**

There are many [ways to recognize the need for organizational change](https://www.financedigest.com/three-ways-that-2022-is-going-to-change-how-you-think-about-money.html "Three ways that 2022 is going to change how you think about money"). Usually, it comes from the [company’s growth](https://www.financedigest.com/top-social-media-growth-companies-in-the-uk.html "Top Social Media Growth Companies in the UK") itself. For example, we build teams around products, so as the [product grows](https://www.financedigest.com/bagasse-tableware-products-market-will-top-us-3-75-bn-by-2031-as-consumers-proclivity-for-eco-friendly-and-single-use-product-purchase-grows.html "Bagasse Tableware Products Market will top US$ 3.75 Bn by 2031 as Consumers’ Proclivity for Eco-Friendly and Single-Use Product Purchase Grows") bigger, it needs a larger team. Often the need for change also arises from the bottom-up feedback that [current](https://www.financedigest.com/pharmaceutical-contract-packaging-market-current-impact-to-make-big-changes-2020.html "Pharmaceutical Contract Packaging Market Current Impact to Make Big Changes 2020") team responsibilities no longer reflect the changed reality. It also comes from simply noticing that the team might have too many responsibilities, hindering focus.

However, it’s important to be cautious about [moving forward](https://www.financedigest.com/life-is-moving-forward-china-declares-new-covid-phase.html "‘Life is moving forward’: China declares new COVID phase") with changes. When change is part of the culture, like in our case, it might [become tempting to see organizational change as the only possible solution](https://www.financedigest.com/becoming-more-than-a-bank-adding-value-through-financial-solutions-as-a-service.html "Becoming more than a bank: adding value through financial solutions as-a-service") to all problems. For example, even Google, which is the ultimate example of a change-driven company, has experienced a stage where teams wouldn’t understand why certain transformations were needed. As a result, they came up with [the rules for implementing changes](https://rework.withgoogle.com/blog/changing-the-change-rules-at-google/), which start with a simple question  “Do we even need this change”.

Before rushing into any change, first try to [solve the problem](https://www.financedigest.com/solve-a-problem-you-know-and-live.html "Solve a Problem You Know and Live") within the existing organizational structure. If it proves that bigger change is needed, check how this particular change fits into the timeline of your organization’s processes. For example, some organizational changes might require hiring several new people first or implementing a different change elsewhere first.

**Stages of change implementation**

So how to start planning the organizational change? First, you need to clearly define the problem you want to solve with the change and [reach consensus](https://www.financedigest.com/china-pacific-islands-unable-to-reach-consensus-on-regional-pact.html "China, Pacific islands unable to reach consensus on regional pact") on it. Do all parties see the problem in a similar way? Only if they do, you can [move on to the next stage and start discussing possible solutions](https://www.financedigest.com/vias-cloud-based-solutions-ensure-painless-office-move-for-insurance-body.html "VIA’S CLOUD-BASED SOLUTIONS ENSURE PAINLESS OFFICE MOVE FOR INSURANCE BODY").

I’ve seen several examples where people had different opinions on the initial problem, but implemented changes anyway. Not having alignment on the problem that is being solved, in most cases, leads to a myriad of issues during implementation. Therefore, it is worth putting a lot of effort before moving forward. However, there are cases where consensus simply cannot be reached. In these cases, it is worth acknowledging the differences in perception and at least aiming to address key concerns of different stakeholders.

After agreeing on the problem, make specific proposals on how to solve it. This is the perfect [time to involve the team](https://www.financedigest.com/allowing-yourself-time-to-grow-as-a-leader-consciously-will-enable-you-to-support-your-team-authentically.html "Allowing yourself time to grow as a leader, consciously, will enable you to support your team authentically"). Organise open discussions to challenge the proposals. Include everyone that will be affected by the change and listen to the different opinions of [team members](https://www.financedigest.com/playground-xyz-appoints-new-team-members-as-it-solidifies-its-position-as-a-leader-in-the-attention-space.html "Playground xyz appoints new team members as it solidifies its position as a leader in the attention space"). Adapt your initial approach according to the suggestions of the team if needed.  Finally, move on to the decisions.

This seems like such a banal process. However, in reality, it’s easy to miss some [steps or not dedicate enough time](https://www.financedigest.com/deliveroos-financial-hot-potato-time-for-new-cfo-to-step-up-to-the-plate.html "Deliveroo’s Financial Hot Potato: Time for new CFO to step up to the plate") to them. For example, it’s crucial to make sure that everyone truly understands what a specific proposal entails: how it will affect the [whole team](https://www.financedigest.com/are-your-it-team-telling-you-the-whole-truth.html "Are your IT team telling you the whole truth?") and how the daily work of every single individual would change. Otherwise, the change will start with misunderstandings and doubts.

**How much communication is enough?**

Change is always a sensitive issue. It’s only natural that a person worries if they will continue enjoying their work after change. For example, if a [developer was used to working on a variety of services](https://www.financedigest.com/covid-19-makes-the-case-for-technology-and-automation-for-business-development-in-professional-services.html "Covid-19 Makes the Case for Technology and Automation for Business Development in Professional Services") and now needs to start concentrating on a single one, there might be doubts if the job will provide the same satisfaction. To minimize the burden of change, it’s crucial to build mutual trust, which is only possible with open dialogue and consideration of everyone involved. Openly explain the reasons for change, what are potential downsides and what can be done to address them.

There are many theories on when to approach employees about the [upcoming change](https://www.financedigest.com/rd-tax-important-exemptions-and-upcoming-changes-for-the-it-software-industry.html "R&D Tax: Important Exemptions and Upcoming Changes for the IT & Software Industry"). Some companies use the [tactic of making even the idea of change](https://www.financedigest.com/how-brands-can-adapt-marketing-tactics-to-better-suit-customers-changing-shopping-habits.html "How brands can adapt marketing tactics to better suit customers’ changing shopping habits") transparent, even if it’s in the earliest stages. Others wait until the very last minute.

I believe two types of dialogue are needed. First, it’s [important to be transparent](https://www.financedigest.com/importance-of-transparency-and-connections-in-business.html "Importance of Transparency and Connections in Business") on problems that come with current work organization. Encourage [open communication](https://www.financedigest.com/why-poor-customer-communication-is-holding-open-banking-back.html "Why poor customer communication is holding open banking back") on them, as this allows looking for solutions in the context of existing organizational structure.

However, when it becomes clear that larger structural changes, like team splits, might be needed, it’s important to do thorough homework before reaching out to employees. It’s not about hiding the possibility of change from them, but about taking time to think the initial idea through. During that process you might realise that the organizational change is not the optimal [way to solve the problem and other solutions](https://www.financedigest.com/5-ways-data-integration-solutions-are-helping-financial-organizations-deliver-improved-outcomes.html "5 Ways Data Integration Solutions Are Helping Financial Organizations Deliver Improved Outcomes") might be needed.

Thus, don’t rush telling everyone about the idea of change while it’s still in that unripe stage of being simply an idea. But involve the team as soon as you have particular proposals on how to move forward. This is the stage for [building trust](https://www.financedigest.com/epi-how-to-build-trust-and-adoption-among-consumers-and-merchants.html "EPI: How to build trust and adoption among consumers and merchants"). There should be this common understanding that there’s constant brainstorming on how to solve particular problems in organization and anyone can initiate those ideas. But no one will be blindsided by the change when it actually starts happening. There will be time and place to [discuss and have one’s say](https://www.financedigest.com/greece-britain-discussing-parthenon-sculptures-return-but-deal-not-close-athens-says.html "Greece, Britain discussing Parthenon Sculptures return but deal not close, Athens says").

**Evaluating the success**

After numerous discussions, you went on with the organizational change. Teams are now working within their changed roles and responsibilities. How to know if this new way is better than the old one?

Organizational change is designed to solve a particular problem. If that problem is gone and there are no indications of new ones, usually it means the change did its [job and you might call](https://www.financedigest.com/ford-to-make-call-on-europe-job-cuts-by-mid-feb-as-buyers-circle-german-site.html "Ford to make call on Europe job cuts by mid-Feb as buyers circle German site") it successful.

Another [thing we consider](https://www.financedigest.com/4-things-to-consider-before-buying-your-dream-car.html "4 Things To Consider Before Buying Your Dream Car") in our organization is how the aftermath of change fits into our main principles of low complexity and high autonomy. Did the change enable the individuals in the team to be more autonomous or vice versa? Did the overall complexity of processes increase or decrease? Looking through these lense allows evaluating the change in the context of the bigger picture.


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