Innovation and Change: Organization Theory and Design

Innovation and Change
Chapter
11
Organization Theory and Design
Eleventh Edition
Richard L. Daft
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Strategic Role of Change
• Organizations must run fast to keep up with
changes taking place all around them
• Today’s organizations must keep themselves
open to continuous innovation to survive
• Three types of change:
– Episodic change
– Continuous change
– Disruptive change
• Change has become the norm today
2
Forces Driving the
Need for Major
Organizational
Change
Strategic Types of Change
4
Elements for Successful Change
• Organizational change is the adoption of a new
idea or behavior by an organization
• Organizational innovation is the adoption of an
idea or behavior that is new to the organization’s
industry, market, or general environment
• Change process within organizations comes from
innovation and new ideas regardless of timing
• Successful change includes ideas and creativity,
need, decision to adopt, implementation, and
resources
5
Successful Change Elements
6
Technology Change
• Technology is a key driver of organizational
change
• Change is easily embraced by organizations
with empowered employees
• Innovative organizations are flexible and free-
flowing without rigid work rules
• Mechanistic structures stifle innovation and
focus on rules and regulations
7
Ambidextrous Organization
Incorporates structures and management
processes that are appropriate for innovation
8
Techniques for Encouraging Technology Change
• Switching Structures – create an organic

structure
• Creative Departments – department for
innovation
• Venture Teams – a small company within the
organization
• Corporate Entrepreneurship – promote
entrepreneurial spirit
• Bottom-up Approach – useful ideas come
from people and daily work
9
New Products and Services
• The failure rate for new food products is 70-80%
• Producing products that fail is part of business
• Reasons for success:
– Innovating companies understand customers
– Innovating companies successfully use technology
– Top management supports innovation
• Horizontal Coordination Model:
– Specialization
– Boundary Spanning
– Horizontal Coordination
– Open Innovation
10
New Product Success Rates
11
Horizontal Coordination
for Innovation
12
Achieving Competitive Advantage:
The Need for Speed
• The rapid development of new products and
services can be a major strategic weapon
• Time-based competition means delivering
products and services faster than competitors
• Many companies use fast cycle teams to

support highly important projects
13
Strategy and Structure Change
• Organizations need to change strategies,
structures, processes, and procedures more often
to adapt
• Many organizations are preparing for more
change by:
– Cutting out layers
– Decentralizing decision making
– Shift toward horizontal structures
– Empowered teams and workers
– Virtual network strategies
– Incorporating eBusiness
14
Dual-Core Approach to
Organization Change
Organization Design for Implementing
Management Change
• Change related to restructuring and
downsizing can be painful for employees
• Managers should be quick, authoritative, and
humane
• Successful change managers are fast and
focused to implement change
16
Forces for Culture Change
Reengineering and Horizontal

Organization
Diversity
The Learning Organization
17
OD Culture Change Interventions
 Large Group Intervention

 Team Building
 Interdepartmental Activities
18
The Change Curve
19
Barriers to Change
• Excessive focus on costs

• Failure to perceive benefits
• Lack of coordination and cooperation
• Uncertainty avoidance
• Fear of loss
Leadership for Change: 80% of successful innovative companies
have top leaders who reinforce the value and importance of
innovation. Transformational leadership is well-suited for leading
change. 20
Techniques for Change Implementation
1. Establish a sense of urgency for change

2. Establish a coalition to guide the change
3. Create a vision and strategy for change
4. Find an idea that fits the need
5. Develop plans to overcome resistance
6. Create change teams
7. Foster idea champions
21
Techniques for Overcoming Resistance
1. Alignment with needs and goals of users

2. Communication and training
3. An environment with psychological safety
4. Participation and involvement
5. Forcing and coercion
22
Design Essentials
 Change, not stability, is the challenge for managers
 There are four types of change
 Organic structures foster innovation
 A top-down approach is best for change and strategy
 Top managers must foster culture change
 The implementation of change can be difficult
23

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Innovation and Change

• Switching Structures – create an organic

• Many companies use fast cycle teams to

Reengineering and Horizontal

The Learning Organization

 Large Group Intervention

• Excessive focus on costs

1. Establish a sense of urgency for change

1. Alignment with needs and goals of users

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