Strategy and Practice 9 - Strategies For Managing Change
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Framework overview
Kotters 8 steps for implementing strategy
- 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 for best
- Stakeholder approaches - what the owners think
- Adaptive - alignment and fit - contingency apporoach
- gap analysis - what are we not doing RBV and Mkt Req's
- Strategic Tensions - recognizing and dealing with the context of the org -
- How do more with less
- How to innovate yet preserve what we have
- How do we change, they continue what 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 op
- 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 Change Individuals and Strategic Leadership Continuous Change Emotion and Organizational Change Levels of Strategic change Using Outsiders to Implement Change
- Two different approaches
- Conventional straightforward approaches
- Post modern unconventional frameworks
- Org behaviour perspecyive looks at coping mechanisms and best practice
- Strategy perspective - understand the characteristics of change process and examine successful strategies
De WittThinking and acting strategically in evitably means a degree of change"
Hickson - fluidCI, constricted, discontinuous(BPR)
Kotters approach to managing change (conventional)
- Urgency
- Coalition
- Vision
- Communicate
- Empower
- ST Wins
- Consolidate
- Institutionalize
Pettigrew & Whip (conventional)
Same as above but balance need for continuity and change
- Look at the Content - Products and Markets. Context RBV & PEST - Process Change Models
Criticisms of modernistic approaches
- Top down
- linear or sequential
- distilling and generalizing from hundreds of cases rather than the individuality of one
- Change and constancy seen as an either or choice
Unconventional frameworks
- change will be in different contexts
- will come from all parts of the org, CEO, groups
- Change is political some lose some gain
- reistance to change can be countered using different strategies
Approaches for crafting change
- Positioning aporoaches
- Systems based
- Gap analysis
- Adapative - contingency approaches
- Stakeholder approaches
Style
- participative - using users - takes time and expensive - ERP
- Charismatic - urgent need but there is support -
- Forced evolution - time but stakeholders oppose
- Dictatorial Chnage - No time to consult David James - Millenium Dome
Kotter
- Education
- Participation
- Facilitation
- Negotiation
- Co-option
- Coercion
Insightfulness
- Innovative individuals - Barnevick
- Communities of Practice
- most leaders are not transformational
Machiavelli - "//Innovator makes enemies of those who prospered under old order and only lukewarm support from those who prosper"// Aristotle "// A man who is a friend to everyone will not be seen as a friend to any"//
Unconventional view of strategic change
- Interweaving past present and future
- Formulation and implementation are not linera but interrelated
- Cha nge agent needs to be anthropoligist, hitroian, poltician, analyst - lenses
- Change is a journey not a destination
Thinking strategically about change
- Context, (RBV, Concepts, connections
- Communities of Practice
