Implementing Strategy: Change Agenda And Starting Conditions

1109 words - 5 pages

Implementing Strategy: Change Agenda and Starting Conditions

Implementing Strategic Change

* Managers face many challenge and choices, a common obstacle being that the people in the organization may not be ready
* Start the change program by looking for small changes that will have a positive impact
* To demonstrate that changing the norm may be beneficial
* However, it may be in your best interests to tackle the big, more difficult issues immediately
* Questions needed to be asked:
* Who should lead the change process?
* How should it be led?
* What management style should be used?

Change Agenda

* A first step in developing a ...view middle of the document...

e you are in the curve provides helpful cues about management issues you will have to tackle and helps focus your analysis on the starting conditions with which you are dealing
* To most accessible measures of strategic performance are those of revenue and profitability – satisfactory indicators
* Financial measures are lagging indicators of the true progress and position of the business
* Increasing revenue, but decreasing market share gives illusion of progress
* Look beyond measures of market position and customer satisfaction

Crisis Change

* Crisis conditions are the most urgent and undeniable of the three change categories
* Management Issues
* Financial issues are usually a high priority and the challenges will be to buy time
* As businesses slide through reactive conditions and into crisis, good people leave, assets are depeleted, and external reputations are strained

Crisis Change Conditions
* People inside and outside your organization will be seeing the necessity for action quickly

Anticipatory Change

* Anticipatory conditions allow you time to think and to act in a considered way
* Its difficult to bring change to an organization that is performing well and no particular need for change is needed
* Change conditions
* Strategic performance is healthy
* Whatever the opportunities or problems that lay ahead, they are uncertain in their precise nature, their intensity, and their potential impact on the business
* Management Issues
* Problem isn’t that clearn; uncertainties
* Essential to figure out how oyu can balance the risks of omission and commission
* To do nothing puts the business at risk of being lat or unable to deal with the forecast developments
* Lack of sense of urgency for change among the people in the organization
* Personal credibility
* Managing an ill-defined situation with minimal perceived urgency puts a premium on credibility
* New manager would have a difficult time convining the organization that difficult times lay ahead

Reactive Change

* Conditons fall between those of anticipatory and crisis change
* Performance has gone over the top and is sliding
* Change is becoming increasingly clear, but not all upper management see the need
* Once the sense of urgency becomes part of the culture, you don’t have to do it anymore; at first, you need to be a driver
* Change conditions
* Reactive change situations, performance is sliding; the nature of the external changes is becoming evident and impact of these changes on the business is building
* Period of time before the situation becomes critical is your time to crisis
* Tangible measure of urgency for action, puts the...

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