1. IMPLEMENTATION AND CHANGE
Strategic Management
IMPLEMENTATION AND CHANGE
Prof. Dr. E.Vatchkova

2. CONTENTS Understanding change Factors, causing change Typology
Contextual features of change
The process of strategic change
Forcefield analysis
Overcoming resistance to change
Change strategies and tactics
Communicating change

3. 1. Understanding change Constant process
“Status” of contemporary organization
Main competitive advantage
Means for long-term survival
Managerial competence and competency

4. 2. Factors, causing change
External triggers:
technology
customer’s tastes
Competitor’s activities
Materials
Legislation
Social or cultural values
Economic circumstances

5. Internal triggers to change
Job design
Product design
Office and factory layouts
Allocation of responsibilities
Technology

6. Typology Individual, group, organizational
Innovative, adaptive, radical
Reactive, proactive
Technological, administrative, people
Wanted, compulsory
By stages, divisible, trial, reversible, non-reversible
Concrete, known, relevant, attractive

7. A Generic Typology of Organizational Change l
Radically
Innovative
Change
Innovative
Change
Adaptive
Change
“Introducing a
practice new
to the industry”
“Reintroducing
a familiar
practice”
“Introducing a
practice new
to the organization”

8. Types of strategic change
SCOPE
Transformation
Realignment
Evolution
Adaptation
Revolution
Reconstraction
Incremental
NATURE
Big Bang

9. Contextual features Time Scope Preservation Diversity Capability
Capacity
Readiness
Power

10. Steps in the change process
Levin-Schein model:
1.unfreezing, 2.changing, 3.refreezing
Richard Daft model:
Need
Idea
Proposal
Decision to adopt
Implementation
Resources

11. FRAMEWORK FOR MANAGING STRATEGIC CHANGE
Diagnosing the change situation
Types of strategic change
The importance of context
Organizational culture
Forcefield Analysis
Management styles and roles
Styles of managing change
Change agency roles:
Strategic leaders
Middle managers
Outsiders
Levers for managing change
Structure & Control
Routines
Symbolic processes
Political processes
Communication
Change
tactics

12. Force field analysis Identifying forces for and against change
What aspects of the current culture might aid change?
What aspects of the current culture would block such change?
What is to be introduced or developed to aid change?

13. Forcefield analysis PUSHING High-quality service Ethos of hard work
Flexibility
Devolved services
RESISTING
Workload/overload
Firefighting
Departmentalism
Departmental barons
Formality of management
Stories of “the good old days”
Blame culture
Deference

14. Political mechanisms in organization
ACTIVITY
AREAS
RESOURCES
ELITES
SUB-SISTEMS
SYMBOLIC
KEY PROBLEMS
Building the power base
Control
Acquisition
Sponsorship of / Associ-ation with elites
Alliance building
Team building
Building on legitima-tion
Time
Dualty of ideas
Existing elites
Overco-
ming resistance
Withdra-wal
Use of “counter-intelli-gence”
Breakdown or devision
Association with: change agent,
Respected
outsider
Foster momentum
for change
Sponsor-ship/
reward of change agent
Attack or remove le-
Gitimation
Foster confuson,
Conflict and ques-
tionning
Striking from too low a power base
Need for rapid rebuilding
Achieving
Comp-liance
Giving resources
Removal of resis-tant elites
Implementation and collabo-ration
Applause/reward
Reassurance
Converting the body of the organi-sation

15. Change strategies Education and communication
Collaboration/participation
Invention
Direction
Coercion/edict

16. STYLES OF MANAGING STRATEGIC CHANGE I
Means
/Context
Benefits
Problems
Education & Communi-cation
Group briefings assume internalization of strategic logic & trust of top management
Overcoming lack of (or miss) information
Time consuming Direction or progress may be unclear
Collaboration / Participation
Involvement in setting the strategy agenda &/or resolving strategic issues by taskforces or groups
Increasing ownership of a decision / process
May improve quality of decisions
Time consulting
Solutions / outcomes within existing paradigm
Circumstances
of effectiveness
Incremental change or long-time horizontal transformational change

17. STYLES OF MANAGING STRATEGIC CHANGE II
Means
/ Context
Benefits
Problems
Circumstances of effectiveness
Intervention
Change agent retains coordination/control: delegates elements of change
Process controlled but involvement takes place
Risk of perceived manipulation
Incremental/non-crisis transformational change
Direction
Use of authority to set direction & means of change
Clarity & speed
Risk of lack of acceptance & ill-conceived strategy
Transformational change
Coercion/edict
Explicit use of power through edict
Successful in crisis or state of confusion
Least successful unless crisis
Crisis, rapid transformational change or change in autocratic cultures

18. Communication of change
Face to face (one-to-one or group)
Interactive (e.g. telephone, video, conferencing)
Personal “memoing” (e.g. tailored memos, letters)
General bulletins (e.g. circulars, announcement on notice boards)

19. Effectiveness of communication
Routine Complex
Overly rich communication
Causes confusion
Rich communication
for complex change
EFFECTIVE COMMUNICATION
Routine communication for
Routine change
Too little information
and sensitivity leads
to mistrust and lack of
commitment

20. TRENDS CREATING CHANGE in the ………….. Industry
Write your ideas for how each trend impacts the ….. Industries and challenges human resource managements
Impact on
…………… Industry
Challenges for Human
Resource Management
Trends
Technology:
Regulations:
Economy:
Business:
Markets and
Customers
Competitions:
Family and
Social issues

21. THANK YOU !