Welcome to the New Abnormal. It’s Time to Rethink Your System for Change
In today’s fast-paced, unpredictable world, change is no longer an occasional disruption but a constant companion. For businesses, this reality has given rise to what Larry Robertson calls the “new abnormal” in his recent article for Inc.. It’s an era where uncertainty isn’t a temporary state but a permanent condition—one that demands a radical rethink of how organizations approach change.
For decades, companies have relied on traditional change management systems. These systems were designed to guide organizations through specific transformations—like adopting new technology or restructuring teams—and then return to business as usual. But in the new abnormal, there is no “business as usual.” Change is relentless, and the old playbook no longer works.
Robertson argues that instead of treating change as a one-time event, organizations must build a “system for change” that is always active and deeply integrated into their operations. This system isn’t just about managing disruption but about embracing it as an opportunity for growth and innovation. It’s a shift from seeing change as a problem to be solved to viewing it as a catalyst for progress.
At the heart of this approach are five key principles: embracing uncertainty, fostering adaptability, encouraging continuous learning, promoting collaboration, and empowering decision-making. Together, these elements create a framework for organizations to thrive in a world where the only constant is change.
For leaders, this new mindset requires a fundamental shift. Change can no longer be something imposed from the top down; it must be woven into the fabric of the organization, from the C-suite to the front lines. It’s not about managing change but about creating a culture that sees change as an opportunity to evolve and innovate.
As Robertson emphasizes, the organizations that succeed in the new abnormal will be those that embrace this shift. They will be the ones that don’t just adapt to change but are built to change—resilient, agile, and ready to thrive in a world where uncertainty is the only certainty.
Building a System for Change in the New Abnormal
Embracing uncertainty is the first and perhaps most critical element of this new system for change. Rather than trying to eliminate uncertainty, organizations should accept it as a constant and learn to thrive in it. This means shifting from a mindset of control to one of adaptability, where uncertainty is not seen as a threat but as an opportunity to innovate and grow. By embracing uncertainty, businesses can move away from rigid plans and toward flexible strategies that allow them to pivot quickly in response to changing conditions.
Fostering adaptability is the next key principle. This requires developing a culture that values and encourages adaptability at all levels of the organization. Leaders must model adaptable behavior themselves, demonstrating a willingness to change course when necessary. Employees at every level should be encouraged to think on their feet, experiment with new approaches, and view challenges as opportunities to learn and grow. Creating an adaptable organization also means breaking down bureaucratic barriers and streamlining decision-making processes to allow for faster responses to change.
Encouraging continuous learning is another essential component of a system for change. In the new abnormal, learning can no longer be confined to formal training programs or annual retreats. Instead, it must be embedded in the daily work of every employee. Organizations should create an environment where learning is ongoing and supported through mentorship, on-the-job training, and access to resources that help employees develop new skills. This approach not only helps individuals stay relevant in a rapidly changing world but also builds a workforce that is capable of adapting to new challenges.
Promoting collaboration is a critical factor in building a resilient organization. Traditional silos and hierarchical structures often hinder the flow of ideas and create barriers to innovation. By breaking down these silos and encouraging cross-functional teamwork, organizations can tap into the collective intelligence of their employees. Collaboration should be incentivized at every level, from informal brainstorming sessions to formal cross-departmental projects. When people from diverse backgrounds and perspectives come together to solve problems, they are more likely to generate creative solutions that drive innovation.
Empowering decision-making is the final piece of the puzzle. In the new abnormal, organizations cannot afford to wait for decisions to trickle down from the top. Instead, they must give employees at all levels the authority to make decisions and take action in response to changes. This requires a cultural shift away from centralized control and toward a more decentralized approach to decision-making. Empowered employees are better equipped to respond quickly to changing conditions, take initiative, and drive results. Leaders must trust their teams to make decisions and provide the necessary support and resources to ensure their success.
Robertson emphasizes that this new approach to change requires a mindset shift from top leadership down to every employee. Leaders must recognize that change is not something to be feared or managed but an opportunity for growth and innovation. By embracing this shift, organizations can move beyond traditional change management and build a system for change that is proactive, adaptive, and resilient. The goal is not to merely survive in the new abnormal but to thrive in it.
Conclusion
In the new abnormal, change is no longer an event but a constant state of being. Organizations that thrive in this environment will be those that embrace uncertainty, foster adaptability, encourage continuous learning, promote collaboration, and empower decision-making. By building a system for change that is deeply integrated into their operations, businesses can turn disruption into opportunity and emerge stronger, more resilient, and more innovative.
Leaders must champion this shift, moving away from traditional change management approaches and toward a mindset that sees change as a catalyst for growth. The organizations that succeed will be those that create a culture where change is not feared but embraced—a culture that is proactive, agile, and ready to thrive in a world where uncertainty is the only certainty.
Frequently Asked Questions
What is the “new abnormal”?
The “new abnormal” refers to a permanent state of uncertainty and constant change in today’s fast-paced world. It’s an era where change is not a temporary disruption but a normal part of business operations.
Why are traditional change management systems no longer effective?
Traditional systems were designed for specific, one-time changes, assuming a return to “business as usual.” In the new abnormal, there is no “business as usual,” making these systems inadequate for continuous disruption.
What are the five key principles of a system for change?
The five principles are: embracing uncertainty, fostering adaptability, encouraging continuous learning, promoting collaboration, and empowering decision-making. Together, they create a framework for thriving in uncertain conditions.
How can organizations foster adaptability?
Organizations can foster adaptability by breaking down bureaucratic barriers, streamlining decision-making, and encouraging employees at all levels to think creatively and experiment with new approaches.
Why is continuous learning important in the new abnormal?
Continuous learning helps employees stay relevant in a rapidly changing world and builds a workforce capable of adapting to new challenges, driving innovation and growth.
How can leaders empower decision-making in their organizations?
Leaders can empower decision-making by adopting a decentralized approach, trusting employees to take initiative, and providing the necessary support and resources to ensure success.
What is the role of leadership in building a system for change?
Leaders must champion a mindset shift, moving away from controlling change to embracing it as an opportunity for growth. They must model adaptable behavior and create a culture that sees change as a catalyst for innovation.
How can organizations start building a system for change?
Organizations can start by embracing uncertainty, fostering a culture of adaptability and collaboration, and empowering employees at all levels. Leaders must commit to this shift and integrate it into the organization’s DNA.