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Week 9b Bussiness Strategy - Strategic Change Management

The document discusses organizational change management and strategic change management. It covers drivers of change like new technologies or regulations, and examples of changes like physical relocations or new products. Managing organizational change is important for minimizing impacts, boosting innovation and engagement, and adapting to shifting customer needs and environments.

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Alejandro Cardona
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31 views16 pages

Week 9b Bussiness Strategy - Strategic Change Management

The document discusses organizational change management and strategic change management. It covers drivers of change like new technologies or regulations, and examples of changes like physical relocations or new products. Managing organizational change is important for minimizing impacts, boosting innovation and engagement, and adapting to shifting customer needs and environments.

Uploaded by

Alejandro Cardona
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Business Strategy MOD003337 (Level 6)

Week 9B: Strategic Change


Management
Organisational Change

The main objective of business is to develop in


the long term; but this target lately is more and
more intensive under the customer influences
on organisational requirements and the
economic, social and political context in which
they operated. Such organizations and their
business models change and stakeholder
management, continuous adaptation of their
customers’ needs and demands.
(Reim et al., 2015).
Organisational change management is
necessary for:
• Minimising the impact of change
• Increasing stakeholder engagement
• Improving performance
• Reducing costs
• Enhancing innovation
Drivers of Change
❑Changes in business environment:
▪ Consumer behaviour including demand or preference
▪ Government regulations such as increased tariffs
▪ Technological advancement
▪ Environmental circumstances such as a pandemic
▪ Economic crash
▪ Etc

❑Globalisation of the Market – often drives locally based businesses to seek


global relevance

❑Increased aggressive industry competition – this may be


caused by any of the forces of competitiveness, meaning business must change tact,
approach or strategy.

❑Change in organisation’s direction – often from the Board


Examples of organisational change

Physical – this may be as simple as re-organisation of


office structure e.g. From boxed offices to open plan; or it
may be as major as moving locations

Systems – this may involve change to mode of serving


customers, financial systems or HR policies, etc

Product – this may be to rebrand or diversify goods/services

People – this may be of leadership; employee resizing


up/down; culture; structure; etc.
Organisational Change Management

Change management has been defined as ‘the process


of continually renewing an organization’s direction,
structure, and capabilities to serve the ever-changing
needs of external and internal customers’ (Moran & Brightman,
2001).

Managing organisational change has increasingly


become a highly required managerial skill as a result of
the importance of organisational change (Senior, 2002)

...but in spite of abundance of support for the relevance


of organisational change management the process still
gets challenged by numerous barriers.
Causes of resistance to organisational
change
▪ Lack of trust in leadership
▪ Poor communication or engagement/unclear purpose
▪ Fear of the unknown/Comfort zone
▪ Wrong timing
▪ Unavailability of time
▪ Fear of job loss
▪ Presumed increased workload or stress
▪ Status quo factor
▪ Financial cost
▪ Uncertainty of its reward
▪ ‘Not my idea’ attitude
Change Management is needful
but
Strategic Change Management
significantly enhances organisational
competitiveness and future sustainability

▪The former involves managing a change


when the need arises;
▪The latter is proactive as it is the reshaping
of business today because due to
awareness of trends in business
environments.
Process of change management

Key questions to address before the process of


change management:

▪ Is there enough force to support a desired change?


▪ Do the benefits outweigh the cost?
▪ Who are the stakeholders – who would this process affect?
▪ Who are the key agents of change?
▪ What is the most effective communication channel and process?
▪ When is the right/best time?
Theoretical models for change
management
❑Kurt Lewin’s Force-field Analysis
a technique that can be used for identifying,
discussing and documenting the factors
(referred to as ‘forces’) that support or oppose a
change
Kurt Lewin’s force-field
analysis is useful prior to
change management.

It helps to determine whether


or not the process of change
should happen.
Lewin’s Change management model

This model consists of three main stages which


are: unfreeze, change and refreeze

See notes for additional explanation.


Kotter’s Change management model

This theory presents eight stages where each


one of them focuses on a key principle that is
associated with the response of people to
change.

See notes for additional explanation.


ADKAR management model

An acronym used by managers of change to find out the


various holes or gaps in the process of change
management so that effective training can be offered to
the employees.

See notes for additional explanation.


Module Evaluation Survey
▪Response rate for the Business
Strategy module is low.
▪If you have not completed it
please take a few minutes to
quickly do so now.
▪Use the link in the email sent to
you by email around 8/11/2020
Thanks
Boardroom Meetings.

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