Organizational Change in Today's Business
“Developing Organization Change Champions” an article written by D.D. Warrick developed an insight on how organizational change should take place. Throughout the article Warrick explains how individuals can develop, train, and utilize change champions or professionals at conducting change and developing procedures that will allow them to persevere through these changes. Throughout article, the reasons that organizations should change is also a topic of discussion and is done so to validate comprehension of the change process, and the stages associated with it. He also discusses how they fail and optimize their potential at success during the changing process.
In nearly every organization that exists globally, there are changes in which they faced consistently with the operation of business. These changes occur within their “missions, strategies, goals, cultures, processes, systems, practices, technologies, who owns them, and who they own, and in some cases even their core values” (Warrick, 2009). It is imperative for them to change, so that they may keep up with the concept of organizational change that faces them and allows them to be successful. These changes are present at all levels of the organization. Typically, changes reflect in more ways than one can imagine.
“Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness” (Jones, 2010). The changes can be “flattening their organization, downsizing, restructuring, redefining roles of people from top to bottom, and struggling to keep up with constantly changing technology” ( Warrick, 2009). This particular change would affect the culture of the organization and re-establish the environment in which the organization develops their practical views and completes and succeeds of obtaining goals for the organization. Although organizational change is good, and allows for an organization to grow, there is the tendency for a “70% or more failure rate at implementing change” (Warrick, 2009). These failures can be not achieving results that the organization desires, are not successful altogether, or typically can make worse than the current situation within the organization. Failure does happen at times when change is implemented. Not all organizational changes are successful, so it is imperative for organizations to develop an attitude of perseverance or become champions of organizational change. “Change champions can be defined as a person at any level of an organization who is skilled at initiating, facilitating, and implementing change” (Warrick, 2009). There are stages in the change process in which Warrick (2009) represented within the article. These changes are presented in “Warrick’s Model (2005) and include: preparing for change, implementing change, and sustaining change” (Warrick, 2009). Each stage represents what an individual should do in a successful organizational change. Preparing for change would be where the organization does their brainstorming, and develops the blueprint for change. The implementation stage is where the change begins and is implemented within the organization and finally the sustaining change stage is keeping the process going until the desired results have been attained.
Warrick states that “unprecedented and nonstop change will be the norm for organizations now and in the future” (Warrick, 2009). Throughout society, change is necessary to complete the life cycle of business. Warrick (2009) is basically stating that change is inevitable and will be done. Change is imminent in the future, to deliver the ability for organizations to find “new or improved ways of using resources and capabilities to increase an organizations ability to create value and improve” (Jones, 2010), their current practices, change should become part of their business. In order to remain competitive and highly efficient, and high performance organizations need to be adapted to change and accept change within their operations (Jones, 2010). Changes are imperative in the success of the business, but everyone should be adaptable and persistent in coming up with solutions which will work when implementing such changes.
In developing persistence when implementing changes within an organization, it is imperative to train the leaders and managers of the organization to be adaptable to the changes that are implemented. Unaware that it takes knowledge to implement change, it has developed a new sensitivity on behalf of the current thoughts of this writer. One must have not only knowledge but patience, when changes have the possibility of failure. Not only do employees need training for adapting change, but the leaders need to be trained as well. Through the article, this writer has developed an insight on possible failures and how to handle and acknowledge the failures properly and readdress the change in a different matter. Also a way of thinking which has changed on this end is that change may be taking place within the organization and it may not be known due to the fact that failure may have subdued.
On a more personal level, it is necessary to understand that patience is a virtue and perseverance is the key in organizational change. Developing organization change champions will also build for a positive experience when implementing change. Now knowing that failing changes can demoralize organizational employees and reduce the competition, one can alleviate any apprehensions that the employees develop through the failing process. This is imperative in the success of all organizations.

Works Cited
Jones, G.R. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River,

NJ: Prentice Hall
Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner, 41(1), 14-19.