Book summary: Exploring strategic change
Chapter 1
Change has become more important in recent years. Furthermore implementation skills are
required through an organisation. This is still overlooked in organisations
Different types of change necessary
- Industries consolidate
- Pressure to compete more globally
- Rapid technological change
- Political reasons
- Managements fads
- Remain competitive
2 senior managers roles
- Externally focused ; devising strategies
- Internally focused ; aligning the organisation
Intended strategy = planned strategy
Realised strategy = actual strategy
Strategic/transformational change = descriptive of magnitude in alternation
Redefinition of mission and purpose, to reflect new direction
Changing structure, systems and culture
Reactive change and forced by an impending crisis
Convergent change = fine-tuning the existing way of operating
Leads to extension and continuity of the past
Divergent change = changing structure, culture resources of organisation
Bottom-up = change arises from the suggestions of the employees on the work floor.
There is recognition that strategic change requires changes beyond structures and systems
to the patterns of behaviours and interactions within an organisation.
Punctuated equilibrium model of change (3 steps)
1. Organisational change keeps in step with the environmental change
2. Organisational performance is likely to decline
3. Step change to match prevailing competitive conditions
Some researches see change as a continuous process, others see it as a process of
punctuated equilibrium. Punctuated equilibrium say that organisations evolve through
relatively long periods of stability, and shorter periods of fundamental revolutionary change.
In a continuous process of change argue that transformation of an organisation is
incrementally through time. These models argue for a higher and more consistent level of
on-going change.
Organisations breed their own downfall, as they build inertia(traagheid) and
rigidity(stijfheid) in their systems, processes an people.
Chapter 1
Change has become more important in recent years. Furthermore implementation skills are
required through an organisation. This is still overlooked in organisations
Different types of change necessary
- Industries consolidate
- Pressure to compete more globally
- Rapid technological change
- Political reasons
- Managements fads
- Remain competitive
2 senior managers roles
- Externally focused ; devising strategies
- Internally focused ; aligning the organisation
Intended strategy = planned strategy
Realised strategy = actual strategy
Strategic/transformational change = descriptive of magnitude in alternation
Redefinition of mission and purpose, to reflect new direction
Changing structure, systems and culture
Reactive change and forced by an impending crisis
Convergent change = fine-tuning the existing way of operating
Leads to extension and continuity of the past
Divergent change = changing structure, culture resources of organisation
Bottom-up = change arises from the suggestions of the employees on the work floor.
There is recognition that strategic change requires changes beyond structures and systems
to the patterns of behaviours and interactions within an organisation.
Punctuated equilibrium model of change (3 steps)
1. Organisational change keeps in step with the environmental change
2. Organisational performance is likely to decline
3. Step change to match prevailing competitive conditions
Some researches see change as a continuous process, others see it as a process of
punctuated equilibrium. Punctuated equilibrium say that organisations evolve through
relatively long periods of stability, and shorter periods of fundamental revolutionary change.
In a continuous process of change argue that transformation of an organisation is
incrementally through time. These models argue for a higher and more consistent level of
on-going change.
Organisations breed their own downfall, as they build inertia(traagheid) and
rigidity(stijfheid) in their systems, processes an people.
