Professional Documents
Culture Documents
Assignmentstrategicchangemanagement 120626131026 Phpapp02
Assignmentstrategicchangemanagement 120626131026 Phpapp02
1 discuss models of strategic change 1.2 evaluate the relevance of models of strategic change to organisations in the current economy 1.3 assess the value of using strategic intervention techniques in organisations
2.1 examine the need for strategic change in an organisation 2.2 assess the factors that are driving the need for strategic change in an organisation 2.3 assess the resource implications of the organisation not responding to strategic change
3.1 develop systems to involve stakeholders in the planning of change 3.2 develop a change management strategy with stakeholders 3.3 evaluate the systems used to involve stakeholders in the planning of change 3.4 create a strategy for managing resistance to change
4.1 develop appropriate models for change 4.2 plan to implement a model for change 4.3 develop appropriate measures to monitor progress
Introduction
Strategic marketing deals with the 'big picture' marketing planning. It analyzes how a company can best satisfy its customers and make a profit at it. Strategic marketing planning is directed from the top of the company and is extremely important in any for-profit organization. Several key principles govern strategic marketing. Understand the Marketplace and Consumer A company must identify the sources of demand for its products and closely analyze the competitive landscape in which it wants the consumer to prefer its products over those of competitors. The company must divide potential customers into segments and find ways to best satisfy them. Each segment may require a distinct marketing mix.
Deliver Value While satisfying individual consumer segments and gaining market share is important, the company must add value to be successful in the long term. Strategic marketing planning must be build on a strong foundation---a company has to deliver a tangible benefit to the consumers of its products.
- What have evolved or changed from when we started? Why? - How it would it look like in 3 years? What would be the impact? - How do we measure impact? What qualitative and quantitative indicators exist to back-up our success? - Who benefits from our project? Are they winners and are they losers? Why? In the WCO Compendium the perspectives being handled are limited to two recognizable and widespread models: The Planned Change Management model The Organic Change Management model Both models are introduced, although the Organic Change Management model is handled in more detail. By taking the Organic Change Management model as the foundation, it will be possible to illustrate the steps needed to start up a change process in order to implement the strategic action plans.
1.2 Evaluate the relevance of models of strategic change to organisations in the current economy
The study of strategic change has long occupied an important position in the larger field of strategic management. Strategic change has been recognized as an important phenomenon because it represents the means through which organizations maintain coalignment with shifting competitive, technological, and social environments which occasionally pose threats to their continued survival and effectiveness. The study of strategic change has long occupied an important position in the larger field of strategic management. Strategic change has been recognized as an important phenomenon because it represents the means through which organizations maintain co alignment with shifting competitive, technological, and social environments which occasionally pose threats to their continued survival and effectiveness. Thus following all the models of strategic change, we can help our organization to reach to newer heights. For this we need to know what basically the purpose of our project is and how it could be done. All the models of strategic change do help in improving the current economic conditions.
anticipate and meet current and future customer requirements. In doing so, they must be able to align all internal and external resources around the plan. This sort of orientation necessitates approaches to strategic planning that involve all employees and stakeholders in the planning process and a planning process that can occur within a shortened time frame. Large group intervention techniques have emerged that more quickly effect large-scale change. As such, they have been effective tools in dealing with some of the issues associated with strategic planning. These intervention techniques include: Future Search Conferences, Real Time Strategic Change, ICA (Institute of Cultural Affairs) Strategic process, The Conference Model, Fast Cycle Full Participation Work Design, Real Time Work Design, Participative Design, Simu-Real, Work-outs, and Open Space Technology. These approaches allow organizations to involve anywhere from 30 to hundreds, if not a few thousand, individuals in working together to accomplish a common outcome. They may come together for a single day or multiple days or events. In the process of working collaboratively, the organization can more quickly achieve what Kathleen Dannemiller has coined one heart and one minda key factor in organizational alignment.
TASK 2: Understand issues relating to strategic change in an organization Strategic Change means changing the organizational Vision, Mission, Objectives and ofcourse the adopted strategy to achieve those objectives. Strategic change is defined as " changes in the content of a firm's strategy as defined by its scope, resource deployments, competitive advantages, and synergy" or Strategic change is defined as a difference in the form, quality, or state over time in organization's alignment with its external environment. Considering the definition of strategic change, strategic change could be affected by the states of firms and their external environments. Because the performance of firms might dependent on the fit between firms and their external environments, the appearances of novel opportunities and threats in the external environments. In other words, the change of external environments, require firms to adapt to the external environments again; as a result, firms would change their strategy in response to the environmental changes. The states of firms will also affect the occurrence of strategic change. For example, firms tend to adopt new strategies in the face of financial distress for the purpose of breaking the critical situations. Additionally, organizations would possess structural inertia that they tend to keep their previous structure and strategy.
The time between the change and the realization of the results of that change is what William Bridges calls the neutral-zone1 and what I call the realization gap. This is the time between the implementation and the realization of the benefits of the change. Most initiatives are given up because organizations dont see the gap for what it is; the transition between the old world and the new.
2.2 Assess the factors that are driving the need for strategic change in an organization:
Organizational change management includes processes and tools for managing the people side of the change at an organizational level. These tools include a structured approach that can be used to effectively transition groups or organizations through change. When combined with an understanding of individual change management, these tools provide a framework for managing the people side of change. People who are confronted by change will experience a form of culture-shock as established patterns of corporate life are altered, or viewed by people as being threatened. Employees will typically experience a form of "grief" or loss. Following are some of the factors that are driving the need for strategic change in an organization: Financial losses and profit reductions Increased competition) almost 50% Technological development New chief executive Industry in recession
External
o o o o o
Changes in competitive forces Regulation/deregulation Changes in customer expectation Changes in standards Technology changes
Internal
o o
Performance dips Changes in the management team (particularly the chief executive)
Grundy (1993) further suggests that when a number of factors converge major change can crystallize. For example, internal performance may be flagging; external competitive pressures may be increasing; and at the same time a new CEO wants to put his/her stamp on the organization. Where these influences coincide a wave of change can be produced which managers find difficult to cope with.
2.3 Assess the resource implications of the organisation not responding to strategic change
Human-based competences and human resource management which aresome keys for the long term organizational competitive advantage, doesnt respond much to strategic change. Because HR department of an organization is the main part and its processing need not to be changed frequently, although the employees may change. A strategic human resource management system (HRMS) must allow the adaptation of human resource management practices and the knowledge and behavior of the employees as regards the immediate needs of the organization, which are shown in its organizational strategy. On the other hand, a human resource management system must promote the development of a dynamic organizational capability that generates agile responses to the needs of current organizational strategy. In brief, the SHRMS must facilitate strategic flexibility with the goal of reaching a dynamic fit and adequately answering the requests of the strategy and the environment. Human resource management must explore how the integration and complementarities of resources, practices and organizational capacities facilitate the achievement of the competitive advantage for the organization. Then we must analyze how human resource architecture can shape human resource systems and practices towards the development of organizational competitive capacity. Here the concepts of internal fit and external fit are really useful.
Task 3: Be able to lead stakeholders in developing a strategy for change Stakeholders are those who have rights or interests in a system. If you are concerned with the future of a system the stakeholders are those you should worry about. For an organisation, for example, stakeholders are any group or individual who can affect, or is affected by the achievement of the organisations purpose. This definition is too broad for some as it includes interested parties as well as affected parties. Some prefer to restrict the term to those who have a stake, claim or vested interest those who provide something of importance to the organisation, and expect something in return. Stakeholders can be individuals, communities, social groups, or organisations. For example, stakeholders in a forest policy might include people who live in or near the relevant forests, people who live further away who use these forests, settlers from elsewhere in the country, or abroad, workers, small scale entrepreneurs, forest officials, timber company managers, environmentalists, politicians, public servants, national citizens, consumers, forest authorities, central government agencies, local government agencies, national NGOs, academics and researchers, donors, consultants, international NGOs, community based organisations and general. All these people, if their interests in forests are indeed legitimate - and one role of stakeholder power analysis might be to examine the legitimacy of their claims - should in some way be involved in the making and implementing of policy which affects forests.
and rummaging for reports and recorded information, there is almost always more of it than at first appears, sometimes found in the most unlikely places. Time lines can be prepared with stakeholders of the history of links and impacts of particular policies, institutions and processes, with discussion of cause and effect of various changes. Diagrams help many people to get a quick idea of what is planned or talked about. They can work well to stimulate discussion by both non-literate and literate people. In general diagrams and visualisations work because they provide a focus for attention while discussing an issue, represent complex issues simply, stimulate ideas and therefore assist in decision-making. Of course, some people do not think or work well in terms of diagrams and prefer verbal discussion with descriptions of real examples and stories.
3.3 Evaluate the systems used to involve stakeholders in the planning of change
Identification and confirmation of the level of effort to be assigned to each stakeholder group and the preferred form of engagement and associated frequency need to be established by the program manager. Early engagement with stakeholders helps set the stage for a constructive process throughout the entire program execution process. Stakeholder engagement can begin in the earliest stages of issue identification at the program level and then be built upon as the program is developed and ultimately implemented through a series of projects. Proactive engagement allows surprises, issues and problems to be addressed within a framework in which a high level of trust exists. Contrast this with the reactive situation where first engagement takes place around a problem or crisis. Programs should scale their stakeholder engagement strategies relative to the risks and impacts the program and its various projects are likely to create. There is no one-size-fits-all approach when it comes to engagement. Like any program function, stakeholder engagement needs to be managed and driven by a welldefined strategy. Clear objectives must exist together with a timetable, budget, and allocation of responsibilities. Good stakeholder engagement programs are characterized by: Timely and Comprehensive Information Disclosure factual information earliest possible disclosure o understand timing related risks readily accessible respect for sensitive information structured to facilitate engagement Early and Ongoing Stakeholder Consultation founded on well developed and communicated plan consultation well defined o purpose o any pre-conditions for consultation o affected stakeholders issues prioritized carefully selected engagement methodologies
clearly identified responsible individuals both within the program and project levels document consultation process, feedback and actions and feedback to stakeholders
What you can do: Identify potential threats, and develop scenarios showing what could happen in the future. Examine opportunities that should be, or could be, exploited. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen your argument.
Form a Powerful Coalition: Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough you have to lead it. You can find effective change leaders throughout your organization they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.
Determine the values that are central to the change. Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. Create a strategy to execute that vision. Ensure that your change coalition can describe the vision in five minutes or less.
References
1. Matsuno, K., & Mentzer, J. T. (2000), The effects of strategy type on the market orientation performance relationship, Journal of Marketing, Vol.64, pp.1 16. 2. Gonzalez- Benito Oscar & Gonzalez- Benito Javier (2005), Cultural vs. operational market orientation and objective vs. subjective performance: perspective of production and operation, Journal of Industrial Marketing Management, Vol. 34, No. 8, pp.797-829. 3. http://reviews.zdnet.co.uk/software/productivity/0,39024195,39158410,00.htm 4. http://www.ces-vol.org.uk 5. http://www.ces-vol.org.uk 6. Andersen, E.S., Grude, K.V., and Hang, T. 1995. Goal Directed Project Management: Effective techniques and strategies (trans. From Norwegian by Roberta Wiig), 2nd edn. London: Kogan Page. 7. Appelo, J. 2009. What is the Mission of Your Project? Retrieved May 12, 2009, from www.projectsmart.co.uk 8. Heneman, R., Waldeck, N. & Cushnie, M. (1996). Diversity considerations in staffing decisionmaking. In E. Kossek & S. Lobel (eds) Managing Diversity: Human Resource Strategies for Transforming the Workplace. Oxford: Blackwell. 9. Johnson, L. & Johnstone, S. (2000). The legislative framework. In G. Kirton & A. Greene (eds) The Dynamics of Managing Diversity. Oxford: Butterworth Heinemann. 10. Azzopardi, S. 2009. The Evolution of Project Management. Retrieved May 26, 2009, from www.projectsmart.co.uk 11. Mathis, M. 2009. Work Breakdown Structure: Purpose, Process and Pitfalls. Retrieved June 18, 2009 from www.projectsmart.co.uk 12. Rees, T. (1998). Mainstreaming Equality in the European Union. London: Routledge. Richards, W. (2000). Evaluating equal opportunities initiatives: the case for a transformative agenda. In M. Noon&E. Ogbonna (eds) Equality, Diversity and Disadvantage in Employment. Basingstoke: Palgrave.