1.Exploring strategic change: an introduction

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1.Exploring strategic change: an introduction

1.1Introduction Four views of the process of strategic management 1.strategy can, and indeed should, be designed  implementation by top management, new strategies down through the organization via detailed planning 2.strategic management is more of a negotiated process, subject to both managerial and cultural influences 3.new ideas  new strategies. These ideas exist because of the diversity in the organization.

4.The language of the strategy and strategists can be seen as constraints  the potential for organizational change and renewal is a struggle between the diversity of ideas and cultural and political inertia, which may also be captured in the language of the organization Exploring strategic change -Change management as a task -Organizational culture as a central importance -Change is about people  change requires investment in terms of managerial time and energy, as well as financial investment  Succesfull change requires the development of a context sensitive approach 1.2The nature of organizational change Two schools of thought about how change occurs in organisations 1.change is continuous, with organizations transforming on an on-going basis to keep pace with their changing environment 2.change is a process of punctuated equilibrium  periods of adaptive and convergent change are interspersed by shorter periods of revolutionary change

a.convergent change: adaptation within the existing way of doing thins

b.revolutionary change: change in strategy, structure, systems and culture leading to a different way of operating  Both models are right, but apply to different types of organization and maybe different stages of an organisation’s life-cycle.

1.Industries, competitive market and new technologies (high change) 2.Industries, less competitive market, less frequently changing conditions This book focus on -intentional, planned change.-It isn’t organisations but people that change  for an organization to change, the people within it must change 1.3Context-specific change Change needs to be context specific  the design and management of any change process should be dependent on the specific situation or context of each organization.

 VB: different cases 2 / 4

1.4Managerial skills for the change agent – analysis, judgement and action Change-agent = changer  Important to have to following skills -Analytical abilities (managerial)  to be ablo to dig deep into an organization, to understand its culture/motivations of its staff -Judgemental skills (managerial)  which are the most critical features of the change context -Implementation skills (managerial)  which interventions to make in a change situation and in what order to apply them -Self-awareness (personal)  the capacity to understand one’s own prejudices, preferences and experience

Objective: rational, logical, analytical, facts, data, hard, quantitative

Subjective: intuitive, experience, moral, feelings, emotions, soft, quantitative  A good change agent belongs to be objective The way you are oriented results in different ways to think about change. An objective manager would feel more comfortable in a more direct change plan, including high involvement from all levels of the organization.

1.5The transition state: designing context – sensitive approaches to change Drie stadia van change 1.current state a.belangrijk input en begrip te hebben van de concurrentie positie van de organisatie b.de noodzaak van de organisatie moet begrepen worden  begrijpen van de interne organisatiecontext c.ontwikkeling van idee over de toekomst 2.transition state a.proces van verandering wordt uitgevoerd b.pas wanneer i.huidige organisatie status begrepen is ii.toekomstige staat organisatie gespecificeerd 3.Future state Analyse interne en externe context van de organisatie -Doel oBegrip krijgen huidige staat organisatie oWaarom de verandering nodig is -Verder belangrijk om te weten oDe inhoud van de verandering oWat er veranderd moet worden oAnalyse van de toekomstige staat  Change agent moet dus een analyse van de veranderingscontext uitvoeren: wat zijn de meest kritische kenmerken van de huidige veranderingssituatie?

oHierna: nodige ontwerp keuzes maken 3 / 4

De veranderingskaleidoscoop -Een diagnostische framewerk wat helpt bij het proces van het maken van ontwerpkeuzes -Bestaat uit drie ringen (buiten naar binnen) oOrganizational change context Komt voort uit analyse waarom de organisatie moet veranderen en waarin het moet veranderen oKenmerken van de veranderingscontext (readiness, power, time etc) Aspecten van de organisatie die change agents moeten bekijken/overwegen voor ze de veranderingsaanpak selecteren (uit organisationele context) oDesign choices voor change agents Bereik met keuzes waaruit change agents moeten kiezen om een passende veranderingsaanpak te selecteren

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