Professional Documents
Culture Documents
Session 7
Growth & Change:
“Adapting to Environmental Change”
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Course Structure 6: McKinsey
growth & change 7: Oticon
8: Sabena
making strategy
This may be an invisible issue, unless you are looking for it.
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Two main topics for the session*
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Fundamental questions about organizational
change ...
Thus, one may ask, where does most change come from?
What are the sources of organizational change?
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MINI-LECTURE:
Long term evolution of industry life
cycles
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LONG RUN CHANGE: TWO UNDERPINNING
IDEAS...
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REGULAR, CONTINUOUS ADVANCES...
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...PERIODICALLY INTERRUPTED BY
TECHNOLOGICAL DISCONTINUITIES
CD
vinyl lp
cassette
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LONG RUN CHANGE: TWO UNDERPINNING
IDEAS...
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Research on population ecology and
organizations
• Hannan & Freeman. 1977. “The population ecology of organizations.” American Journal of
Sociology.
• Carroll & Delacroix. 1982. “Organizational mortality in the newspaper industries of Argentina
and Ireland: An ecological approach”. Administrative Science Quarterly.
• Carroll, Preisendorfer, Swaminathan, & Wiedenmayer. 1993. “Brewery and brauerei: The
organizational ecology of brewing.” Organization Studies.
• Usher & Evans. 1996. “Life and death along gasoline alley: Darwinian and Lamarckian processes
in a differentiating population”. Academy of Management Journal.
• etc… etc…
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Research on population ecology and
organizations
• Hannan & Freeman. 1977. “The population ecology of organizations.” American Journal of
Sociology.
• Carroll & Delacroix. 1982. “Organizational mortality in the newspaper industries of Argentina
and Ireland: An ecological approach”. Administrative Science Quarterly.
• Carroll, Preisendorfer, Swaminathan, & Wiedenmayer. 1993. “Brewery and brauerei: The
organizational ecology of brewing.” Organization Studies.
Darwinian processes in industries: “Variation,
• Usher & Evans. 1996. “Life and death along gasoline alley: Darwinian and Lamarckian processes
selection
in a differentiating population”. and
Academy retention”!
of Management Journal.
• etc… etc…
Jean –Baptiste
Charles Darwin
Lamarck
1809-1882
1744-1829
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Industries tend to follow a “Life Cycle”
Industry sales
further consolidation
Rising Oligopoly
Stabilzation or
Net Entry
Shakeout
Time
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Industries tend to follow a “Life Cycle”..and key
success factors change over time
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MINI-LECTURE:
Long term evolution of industry life
cycles
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Technology S-curve
Dominant design
Performance/Value
Technological
discontinuity
Ferment
Time
Technological
discontinuity
Challenge of competing is not just to establish a high performance position, but simply
to survive the process of change. 17
VERY-MINI-LECTURE:
Trade-offs between growing and
changing capacities
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The tension between growing and changing
resources and capabilities (…and position),
A tension occurs between a firm’s ability to growth resources and
capabilities, particularly during a period of cumulative technological
development, and a firm’s ability to change resources and capabilities,
specifically needed in a period of technological substitution.
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“Core capabilities and core rigidities: A paradox in managing new
product development”
Dorothy Leonard-Barton. Strategic Management Journal, 1992
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Trade-offs between Growing and Changing capacities
Dynamic Capabilities = 1
Changing capacities
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Trade-offs between Growing and Changing capacities
Changing capacities
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Trade-offs between Growing and Changing capacities
Dynamic Capabilities = 2
Dynamic Capabilities = 1
Changing capacities
EXPLOITATION EXPLORATION
efficiency innovation
productivity creativity
control autonomy
“Executing” “Adapting”
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A different strategy requires the creation of a
different organizational environment ...
External Environment
Incentives
Recruiting/Training
Culture
Internal Environment
• Buying innovation;
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Executing vs. adapting
EXPLOITATION EXPLORATION
efficiency innovation
productivity creativity
control autonomy
EXPLOITATION EXPLORATION
efficiency innovation
productivity creativity
control autonomy
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Reconciliation? (i.e. ambidexterity)
EXPLOITATION EXPLORATION
efficiency innovation
productivity creativity
control autonomy
2. Periodic re-organization
Open competition
Employees’ “own” time/internal knowledge markets
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Summary: Change and adaptation
1. The Industry life cycle
• Much change is the result of market selection pressures
• Adapting to environmental change is difficult – but not impossible
• One time radical adaptation – hazardous process
2 Exploitation versus exploration - i.e. “why innovation is so difficult”
• Each requires a different type of organization
• Different attempts to create organizational forms that balance
exploitation (focus on execution & efficiency) and exploration (focus on
adaptation & innovativeness) -> AMBIDEXTERITY!
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