Strategy and Practice 9.1 Strategies for Managing Change
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Contents |
Framework overview
Kotter's 8 steps for understanding and managing change
including
- sense of urgency
- create a coalition
- communicate vision
- Consolidate change
- A conventional, modernistic approach
Whipp and Pettigrew - Managing change for competitive success
Same as Kotter but with an emphasis on balancing change with continuity and changing the future by looking at the past
Lewin - Unfreeze-change - refreeze
What the approaches have in common
- Change comes from the top
- input-process-output process
- pistils the evidence of hundreds of cases
- hints at predictive power or inevitability by following approaches
- focuses on the tangible - transformation of things
- Either or approach rather than also
Different levels of change
Mintzberg Wesley
- Culture
- Structure
- Systems
- People
Degrees of change
- Wilson
- Staus Quo - Strategic/Operational
- Expanded Reproduction - Operational - More of the same
- Evolutionary transition - strategic - Changes within existing parameters
- Revolutionary - Strategic - Refining parameters
Techniques for crafting change
- analytical approaches - what fits best
- Stakeholder approches - what the owners think
- Adaptive - alignment and fit - contingency apporoach
- gap analysis - what are we not doing RBV and Market Requirements
- Strategic Tensions - recognizing and dealing with the context of the organization -
- How do more with less
- How to innovate yet preserve what we have
- How do we change, tey continue waht we are doing
Different Change needs and styles
- Needs - Evolutionary, Comprehensive, Focused, Revoltuionary
- Styles - Charismatic, Forced, Dictatorial, collaborative
What type of leadership is required to suit the challenge faced?
- Building - Owners - distinctive personalities
- Transforming - transformers - radicals
- Revitalizing - operate withing the characteristics of the operation
- Turnaround - Outsiders
- Defenders -
- Inheritors
Who changes?
- The top
- outsiders - David James Millennium Dome
- From the bottom - Post it notes,
- Groups - (Skunk Works) Razr
Why do big forms find it difficult to change?
- Fear of risk -
- Already highly invested in existing technology - don't like disruptive technologies
- Inertia
Also see
- Change Individuals and Strategic Leadership
- Continuous Change
- Emotion and Organizational Change
- Levels of Strategic change
- Using Outsiders to Implement Change
- Kotters 8 steps for implementing strategy
- Strategy Framework
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