Shaping implementation

strategies
Economic strategies

• Focus on the drive for economic value through tough, top-down,

results-driven action. These actions involve the imposition of
technical solutions to those problems that are seen to
undermine organizational effectiveness. While economic
strategies might deliver short-term results, they may not
guarantee longer term success.
Organization development (OD)
strategies
• coordination and teamwork
• commitment and trust
• competence (technical and leadership)
• open communications
• creativity
• the capacity for constructive conflict
• learning
 • The development of a compelling and
balanced business and organization
development direction.
Combined • The management of key stakeholders in
economic/OD order to buy time to develop organization
capability.
strategy
• The adoption of a sociotechnical approach
that involves the development of down the
line managers.
Situational variables that can shape an
implementation strategy

• Stability of the external environment

• Urgency and stakes involved
• Level of support
• Degree to which other stakeholders trust those leading the change
• Clarity of desired future state
• The extent to which change managers have the required data for designing and implementing the change
• Degree to which change managers have to rely on the commitment and energy of others to implement the plan
• Alignment of values
• Variations over time
• Divisibility
• Need for coordination
A contingency
model
 Incremental
change strategies
Transformational change
strategies