Management Of Change Introduction - Strategic Management

Here we will look at the behavioral issues in implementation of strategic plans .We will also look at change management and one view of change leadership. In the previous chapter we looked at some of the behavioral issues in implementing plans, but concentrated mainly on the systems rather than the people. Change is going on all the time, and not always as the result of a predetermined strategy, which is why I have given a somewhat broader title to this chapter. However, the subject matter is critical to the successful implementation of strategic decisions.

Figure shows a typical change sequence. A trigger event can take place, but will only cause change if the need is seen. Thus many organisations miss the signals. Ansoff might well argue that companies which are managing in a style inappropriate to their level of environmental turbulence would probably miss the signals, or react in an inappropriate way.

Typical-change sequence

In Figure the reminder is that unless the perceived need is translated into a new vision of what has to be done, change is unlikely to occur. The really hard work starts in the next box on the diagram, making it work. The future course of the company depends on how well each stage of this model is carried out. In the diagram, the thick line symbolizes success and movement to a new and appropriate future. The dotted line implies that although much energy is expended, nothing much happens, and the company ends up in the same place from which it started. Not shown, but also possible is the end state being considerably worse than the present, either because the wrong strategy is implemented, or the right strategy is not implemented.

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Strategic Management Topics