Strategy and Practice 9 - Strategies For Managing Change

!!Framework overview Kotter 8 steps for understanding and managing change including

• sense of urgency
• create a coalition
• communicate vision
• Consolidate change
  • A conventional, modernistic approach

Whipp and Pettigrew - Managing change for competitive success Same as Kotter but with an emphasis on balancing change with continuity and changing the future by looking at the past

Lewin - Unfreeze-change - refreeze

What the approaches have in common

• Change comes from the top
• input-process-output process
• pistils the evidence of hundreds of cases
• hints at predictive power or inevitability by following approaches
• focuses on the tangible - transformation of things
• Either or approach rather than also

!!different levels of change Mintzberg Wesley

• Culture
• Structure
• Systems
• People

!!Degrees of change Wilson Staus Quo - Strategic/Operational Expanded Reproduction - Operational - More of the same Evolutionary transition - strategic - Changes within existing parameters Revolutionary - Strategic - Refining parameters

!!Techniques for crafting change

• analytical appraches - what fots best
• Stakeholder approqches - what the owners think
• Adaptive - alignment and fit - contingency apporoach
• gap analysis - what are we not doing RBV and Mkt Req's
• Strategic Tensions - recognizing and dealing with the context of the org -
  • How do mopre with less
  • How to innovate yet preserve what we have
  • How do we change, tey continue waht we are doing

!!Different Change needs and styles

• Needs - Evolutionary, Comprehensive, Focused, Revoltuionary
• Styles - Charismatic, Forced, Dictatorial, collaborative

What type of leadership is required to suit the challenge faced Building - Owners - distinctive personalities Transforming - transformers - radicals Revitalizing - operate withing the characteristics of the op Turnaround - Outsiders Defenders - Inheritors

Who changes

• The top
• outsiders - David James Millennium Dome
• From the bottom - Post it notes,
• Groups - (Skunk Works) Razr

Why do big forms find it difficult to change

• Fear of risk -
• Already highly invested in existing technology - don't like disruptive technologies
• Inertia

Also Change Individuals and Strategic Leadership Continuous Change Emotion and Organizational Change Levels of Strategic change Using Outsiders to Implement Change

• Two different approaches
  • Conventional straightforward approaches
  • Post modern unconventional frameworks
• Org behaviour perspecyive looks at coping mechanisms and best practice
• Strategy perspective - understand the characteristics of change process and examine successful strategies

De WittThinking and acting strategically in evitably means a degree of change"

Hickson - fluidCI, constricted, discontinuous(BPR)

!!!Kotters approach to managing change (conventional)

• Urgency
• Coalition
• Vision
• Communicate
• Empower
• ST Wins
• Consolidate
• Institutionalize

!!!Pettigrew & Whip (conventional) Same as above but balance need for continuity and change

• Look at the Content - Products and Mkts. Context RBV & PEST - Process Change Models

!!!!Criticisms of modrnistic approaches

• Top down
• linear or sequential
• distilling and generalizing from hundreds of cases rather than the individuality of one
• Change and constancy seen as an either or choice

!!!Unconventional frameworks

• change will be in different contexts
• will come from all parts of the org, CEO, groups
• Change is political some lose some gain
• reistance to change can be countered using different strategies

!!!Approaches for crafting change

• Positioning aporoaches
• Systems based
• Gap analysis
• Adapative - contingency approaches
• Stakeholder approaches

!!!Style

• participative - using users - takes time and expensive - ERP
• Charismatic - urgent need but there is support -
• Forced evolution - time but stakeholders oppose
• Dictatorial Chnage - No time to consult David James - Millenium Dome

Kotter

• Education
• Participation
• Facilitation
• Negotiation
• Co-option
• Coercion

!!!Insightfulness

• Innovative individuals - Barnevick
• CoP
• most leaders are not transformational

Machiavelli - "//Innovator makes enemies of those who prospered under old order and only lukewarm support from those who prosper"// Aristotle "// A man who is a friend to everyone will not be seen as a freind to any"//

!!! Unconventional view of startegic change

• Interweaving past present and future
• Formulation and implementation are not linera but interrelated
• Cha nge agent needs to be anthropoligist, hitroian, poltician, analyst - lenses
• Change is a journey not a destination

!!!Thinking strategically about chnage

• Context, (RBV, Concepts, connections
• CoP's