This document discusses managing strategic change within organizations. It begins by stating that organizational change is inevitable as strategies must adapt over time. The process of change starts with diagnosing what type of change is required based on internal and external factors. There are different types of change including adaptation, reconstruction, evolution, and revolution. The context of change must also be analyzed, considering factors like scope, time, resources, and workforce readiness. Finally, performing a force-field analysis can help identify both promoting and hindering forces to the desired change so organizations can strengthen supportive forces and weaken opposing ones when implementing strategic changes.
This document discusses managing strategic change within organizations. It begins by stating that organizational change is inevitable as strategies must adapt over time. The process of change starts with diagnosing what type of change is required based on internal and external factors. There are different types of change including adaptation, reconstruction, evolution, and revolution. The context of change must also be analyzed, considering factors like scope, time, resources, and workforce readiness. Finally, performing a force-field analysis can help identify both promoting and hindering forces to the desired change so organizations can strengthen supportive forces and weaken opposing ones when implementing strategic changes.
This document discusses managing strategic change within organizations. It begins by stating that organizational change is inevitable as strategies must adapt over time. The process of change starts with diagnosing what type of change is required based on internal and external factors. There are different types of change including adaptation, reconstruction, evolution, and revolution. The context of change must also be analyzed, considering factors like scope, time, resources, and workforce readiness. Finally, performing a force-field analysis can help identify both promoting and hindering forces to the desired change so organizations can strengthen supportive forces and weaken opposing ones when implementing strategic changes.
This document discusses managing strategic change within organizations. It begins by stating that organizational change is inevitable as strategies must adapt over time. The process of change starts with diagnosing what type of change is required based on internal and external factors. There are different types of change including adaptation, reconstruction, evolution, and revolution. The context of change must also be analyzed, considering factors like scope, time, resources, and workforce readiness. Finally, performing a force-field analysis can help identify both promoting and hindering forces to the desired change so organizations can strengthen supportive forces and weaken opposing ones when implementing strategic changes.
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Managing Strategic Change
Dr. Sami Ullah
Managing Strategic Change • Unusual for an organization’s strategy to remain unchanged • Change is inevitable • The only question is how rapid the change will be • The process starts with diagnosis of change requirements Diagnosis: situation analysis for change
• A wide range of stimuli may lead an
organization’s managers to recognize the need for strategic change • The management of change starts with an understanding of three main considerations: – The type of change required – The wider context of the change – Forces facilitating and blocking change Types of change • Balogun and Hope Hailey, analyze change on two axes: • The scope of change is its extent – The measure of scope is whether or not the methods and assumptions of the existing paradigm must be replaced. – It results in realignment or transformation • The nature of change – Change may be incremental and built on existing methods and approaches, or it may require a 'big bang' approach if rapid response is required, as in times of crisis. Types of change Types of change • Adaptation: – It is the most common type of change. It does not require the development of a new paradigm and proceeds step by step. • Reconstruction: – It can also be undertaken within an existing paradigm but requires rapid and extensive action. It is a common response to a long-term decline in performance. Types of change • Evolution: – It is an incremental process that leads to a new paradigm. – It may arise from careful analysis and planning or may be the result of learning processes. – Its transformational nature may not be obvious while it is taking place. • Revolution: – It is rapid and wide ranging response to extreme pressures for change. – A long period of strategic drift may lead to a crisis that can only be dealt with in this way. – Revolution will be very obvious and is likely to affect most aspects of both what the organization does and how it does them. Context of Change • Balogun and Hope Hailey suggested 8 determinants of context of change for organizations. – Scope could be realignment or transformation – The time available may vary dramatically, but can often be quite limited when responding to competitive or regulatory pressure. – The preservation of some organizational characteristics and resources may be required. Context of Change – Diversity of general experience, opinion and practice is likely to ease the change process – The capability to manage and implement change. It depends on past experience of change projects – Capacity to undertake change. It depends on the availability of resources, particularly finance, and IS/IT, and management time and skill. – The degree of workforce readiness for change. Readiness may be contrasted with resistance to change – The power to effect change Questions • An examination of context leads to four questions. – Is the organization able to achieve the change required? – Does the context affect the means by which change should be achieved? – Should the context itself be restructured as a preliminary to strategic change? – Will constraints present in the context make it necessary to proceed in stages? Force-field Analysis • It consists of the identification of the factors that promote and hinder change. • Promoting forces should be exploited and the effect of hindering forces reduced. Force-field Analysis • A practical route to applying the force field analysis idea is: – Define the problem in terms of the current situation and the desired future state. – List the forces supporting and opposing the desired change and assess both the strength and the importance of each one – Draw the force-field diagram – Decide how to strengthen or weaken the more important forces as appropriate and agree with those concerned. Force-field Analysis – Decide how to strengthen or weaken the more important forces as appropriate and agree with those concerned. – Identify the resources needed – Make an action plan including event timing, milestones and responsibilities Force-field Analysis: Performance review of a public sector organizations