ORG4801 ASSIGNMENT 01 2025 Recognising the Imperative for Organisational Change Modern business environments are dynamic, and organizations must therefore ever remain cognizant of emerging opportunities and threats while also fast in reacting to them (Al

ORG4801 ASSIGNMENT 01 2025 Recognising the Imperative for Organisational Change Modern business environments are dynamic, and organizations must therefore ever remain cognizant of emerging opportunities and threats while also fast in reacting to them (Ali & Anwar, 2021). According to Hayes (2018), technological advancements and continually shifting patterns of demand bring in opportunities and threats that must be dealt with by the organization, such that this organization can continue to live and prosper. Managers at each level of the hierarchy must therefore train themselves to recognize whenever a change needs to take and to do all they can to bring that change into being (Hayes, 2018). All the same, the consequences of failing to recognize and adapt to crucial shifts may be financially draining. One glaring case is the inability of Nokia to identify a major shift in the external environment that would later cause it hardship (Hayes, 2018). All this goes to show that an organization must know how to realign with its surroundings. The Catalyst of Business Model Innovation Business model innovation is directly associated with the necessity of the organization to change its basic value creation, delivery, and capturing mechanisms in compelling response to pressures from within and outside the organization (Al-Jedaia & Mehrez, 2020). Organizations function as open systems in their interactions with the environment, receiving inputs, transforming these inputs, and exporting outputs. Feedback from customers or other representatives of the external business environment can trigger a need to change processes or to create new offerings. Business model innovations can unfold in light of external environmental changes like shifts in customer requirements, increasing competitive pressures, or emerging technologies. According to Strebel (1996) and as cited in Almulaiki (2023), a model was developed that described the evolutionary cycle of competitive conduct consisting of innovation and efficiency phases; therefore, predicting technological and economic shifts is paramount for keeping the advantage in competition (Aliamutu & Mkhize, 2024). To illustrate this from a South Africa's perspective: a traditional brick-and-mortar retail brand in competition with online platforms could necessitate a business model innovation that translates into developing e-commerce presence, new delivery options, or integrations of online and offline customer experiences for sustaining competition. To provide a comprehensive discussion, the student would need to consult Hayes (2022) Chapters 3, 4, and 5, and relevant journal articles to explore theoretical frameworks of business model innovation and identify specific examples within a South African context using publicly available company data.