strategic Change

strategic Change

1. Strategy

   • Planned/Intended
   • Emergent
   • Realised
   • strategy as a pattern of managerial decisions,
   • strategic variation
   • strategic deviation

2. Change

   • Categorization of Change
     • Continuous & Discontinuous Change
     • Incremental & radical Change
     • Evolutionary & Revolutionary Change
     • Recurrent & Unprecendent
     • Unowned & Owned
     • Tangible & intangible
   • Motors of development and change(Generative mechanisms /modes on how change unfolds( Van de Van & Poole,1995; Garud & Van de Van,2002)
     • Lifecycle: stages and progression from one stage to another
     • Teleological: Rational ,purposeful strategic decision
     • Dialectic : Dynamic & conflicting
     • Evolutionary: repetitive cycle of varition, selection & retention
   • First-order Change: precedence based
   • Second-Order Change: Constructive break from past
   • Strategic change vs Change in strategy -Ginsberg(1988)
     • Process:shift in formal strructure and double loop learning
       • Strategic adjustment
       • Strategic change
     • Content :realignment and single loop learning
     • Conceptualising Change in Strategy
       • Position :focused on external environment
       • Perspective:Integrated set of ideas through which problems are spotted and interpreted
       • Degree:/Magnitude: intensity of resourse deployment
       • Pattern
       • Factors influencing change in strategy
         • Inertial forces
         • Environmental Feedbacks
         • Strategic Choice or activity pattern over time
         • Disequillbrium
           • Misalignment(Friesan &Miller,1986)
             • Reduced effectiveness of strategy
             • Increased Chances of multifaceted radical changes
             • Decreased Legitmacy
         • Performance Outcome
         • Leadership
         • Culture
         • Resistance to change
         • Pressure for Change
   • Content
   • Context
   • Process
   • Temporal dimension of Change
     • Short term vs Long Term
     • Objective vs Subjective
     • Values,goals,assumptiosn influence the content of change
     • 4 types of change interventions
       • commanding intervention and change in formal structures
         • direct and /or coercive actions to change targets and exact compliance with proposed goals & success measured by quantitative time
           • purpose of change is anticipated to be driven by external pacers e.g regime ,regulation,competition with little attention to internal dynamics
             • clock time is used to dictate the economic performance in time
               • Design & Positioning school in strategic management
               • small group of people located at top of formal hierarchy with tightly coupled lower level of organisation
               • Relatively effective at changing formal structures and is likely to be used to produce fast improvement
       • Engineering intervention and change in work processes
         • Analysing ,understanding and redesigning ,reprogramming work processes to improve speed and quality of production based on clock time
       • Teaching intervention and change in belief
         • Change targets participate in their own reeducation through active involvement to target deep beliefs on cognition based action research principles
   • Punctuated Equilibrium Perspective:
     • Formal structures
       • official allocation of authority and division of responsibility among groups inside organisation
         • changes to formal systems lead to radical ,discontinuous replacements and forceful interventions
         • Continuous Changes(weick & Quinn,1998)
           • work Process:what employees do to deliver
           • Social Relationship:nature & quality of interpersonal interaction
     • systems of shared beliefs
       • isolated and loosely coupled beliefs lead to incremental changes
       • Change to system of interrelated beliefs ,schemata and cognitive framework lead to radical change

3. Strategic change is a spatially and temporally dispersed process

4. definition

   • radical organizational change that is consciously initiated by the top management to create a shift in an organization's key activities or structures that goes beyond incremental changes to pre-existing processes ( Rajgopalan & Speitzer,1997)
   • process that involves either redefinition of the organization's mission or a substantial shift in overall priority and goals to reflect a new emphasis (Gioia, Thomas, Clark and Chittipeddi,1994)
   • strategic change is concerned with changing the direction of the organization and the way the firm does business (De Wit and Meyer ,1999)