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...

Other Essays Like Implementing Strategy: Change Agenda and Starting Conditions

Common Mistakes Essay

977 words - 4 pages roles that need to be organized clearly to act and lead in a synchronized mode. Furthermore, they all need to comply with decision levels, power, and style that best supports organizational change efforts. From the “Ten Common Mistakes”, an organization that lacks strategic disciplines for change, a common methodology, enterprise agenda and adequate infrastructure cannot execute a change plan successfully. This is because most managers will tend

Change Managment Essay

1680 words - 7 pages shaping or the controlling style? What will the outcomes of changes intended or unintended? Should I act as change manager director, navigator, caretaker, coach, interpreter or nurturer? However I determined that the through out the change plan required horizon, I should use different types of images in accordance with the phase and style of required change. First with regard to the co. imposed new growth strategy and market conditions that

Business Process Management

2478 words - 10 pages include: • Fostering an environment that will embrace the need for change by equipping staff and the firm with adequate resources; • Introducing a unified strategy that every member of the organisation can work toward to satisfy operational and strategic objectives; • Continuous improvement directed at the functional alignment of the organization and the underlying business processes to achieve day to day responsibilities through the

MGMT2001 notes

1184 words - 5 pages (treat all experiences as experiment- trial and error) lacking focus and not acting on fast feedback  detrimental 1. Wasting scarce resources, changing wrong things 2. Not getting buy-in 3. Poor planning (planning gives sense of clarity, purpose) 4. Poor execution 5. Not learning from experience Research on factors influencing change success Change success: Active mgmt. support, clarity of vision, employee participation, cultural


3546 words - 15 pages tabled by the Commission and translate firm political commitments into action both at national and at EU level. Member States were invited to conduct a self-assessment of their innovation systems and policies that should also feed into the Europe 2020 strategy. Overall, the National Reform Programmes include a breadth of measures which offer a good starting point for stimulating innovation. However, as assessed by the Commission in its policy

Affecting Change Paper

1700 words - 7 pages leaders and these leaders are not presently influenced by my position. The only functional head over whom I hold influence is the Marketing Manager and all other employees restrict themselves to official interaction with me. As newly appointed COO I recognize that the current methods of control and cultures must change in order for S&F Online to be fully successful. To get S&F Online on path to success I am recommending a restructuring strategy

Vw Do Brazil

1803 words - 8 pages America by late 70’s. The mid 80’s was somehow tough time due to macroeconomic situation in Brazil where car production declined by 20%. Fluctuation in sales and growth was the keyword within 90’s and early 2000’s. In 2003, VWB introduced two key indicators: Things Gone Wrong and Customer Satisfaction Index. When Schmall came on board, he wanted to change VWB strategy based on cost reduction, employees’ layoffs, and capacity downsizing. His vision

Change Management

1303 words - 6 pages team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering

Principles of Management

3513 words - 15 pages * Attain in HSSE verifications and audits * Making HSSE a permanent item on the agenda of relevant meetings * Setting a good example on HSSE * Create a good working environment * Willingness to spend money and resources in achieving an acceptable HSSE level * Motivate to report on hazardous events and near hazardous events (mainly related to * construction phase) * Follow up accidents, incident, near misses, etc

Data Management

1911 words - 8 pages , what's been accomplished, and what's been decided) Reports from people with to-do lists Topics for discussion (this section gets fleshed out) Decisions that need to be made and sign-offs that are needed from other managers Assignment of to-do list items with timeframes (when they are due) Agenda topics for next week's meeting Adjournment Resistance to Change As you build up your data strategy team, be aware that you might encounter

Software Processes Phase 2

1719 words - 7 pages will determine the impact of the change on the schedule, cost, resources, scope, and risks. If it is determined that the impacts will exceed the boundary conditions then the change will be forwarded toe the Project sponsor for review and approval. Communications Management Plan The Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project

Related Papers

Change In Conditions On The Western Front Between 1914 And 1918?

808 words - 4 pages , dogs, runners and aircrafts, or “contact patrols”, were usually used to carry messages instead. The short term effects of improved communication on fighting conditions were that it allowed tactics to be carried out more efficiently and successfully. In conclusion, I believe there was more continuity than change between 1914 and 1918. Even though there may not have been any major short term effects of the changes like the introduction of new

Pubic Administration Essay

4832 words - 20 pages mitigate or solve so as to enhance their reputation or gain support for reelection. In the case of water shortages the public media is setting an agenda of corrupt and inefficient Movement of Democratic Change (MDC) councilors in Harare who are failing to provide water for the residents of Harare. Water challenges are there in most suburbs in Harare by the Public media is using that to set an agenda of denouncing the MDC led council for poor

Woolies Financial Report

3756 words - 16 pages its initial Sustainability Strategy on environmental conservation and waste reduction activities, which would also deliver community and business benefits. The strategy was developed as an initial strategy, a starting point, setting the organisation on a ‘pathway for change’. As the CEO commented, the strategy must be a living breathing document taking into account both the changing needs of consumers and improvement for ongoing lessons learned

The Office Of Strategy Management. Harvard Business Review, 72 80. Kaplan, R.S. Ve Norton, D. P. (2005). A Summary By Ogunmokun Oluwatobi

1076 words - 5 pages guidance from the enterprise strategy. This partition of responsibilities creates the gulf between an organization’s strategy and its processes, systems, and people. To change this state of affairs, companies need to bring all strategy-related activities into a single functional unit. The creation of a central office for strategy execution may appear to risk reinforcing top-down decision making and inhibiting local initiative, but it does just