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Change in Large Corporations

07 April 2017

When you think about it, larger companies are the ones that can benefit the most from a radical change in how they do business. Moving headquarters to nations with more favourable tax practices, diversifying your products, expanding offices or opening regional branches are all part of expanding your business in large companies, but beyond this, most companies don’t make massive changes in how they do business. There’s an ethos of ‘if it ain’t broke, don’t fix it’ in large businesses, frequently shunning new technology due to cost and the time it would take to train employees in using it.

There are still a bunch of companies in the UK that insist on using Fax machines or use out of date operating systems on company hardware, simply because it does its job well enough. Nevertheless, this leads to obvious limitations in how much business a company can do at a time, and in the case of Fax, limits your customer base to those old enough to even know what a Fax is, let alone still use it.

But as established earlier, change for large corporations is difficult to enact. Sometimes it costs too much, sometimes there’s resistance from other higher-ups and staff, sometimes training your employees on using them is too difficult or time consuming. Regardless, there comes a time when change is inevitable and unavoidable.
It’s entirely possible for a gargantuanly large organisation or company to react to change quickly: see how national governments, usually beset by partisan bickering, can unite against or for a common cause, such as a terrorist attack or a drastic change in international affairs. It should be possible in corporations to make a change like this in response to market pressure or gaining an advantage over competitors.

Change in large corporations is much the same as it is in SMEs: the difference is in the fact that it affects more people, who as individuals will react differently. The key is motivating your employees to accept these changes not just as a troublesome distraction from ‘actual’ work, but also as an improvement to their quality of life at work.

Ryan Shotton