BMZ ACADEMY
THE BMZ ACADEMY
@061 262 1185/068 053 8213
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
Table of Contents
Introduction ................................................................. Error! Bookmark not defined.
Question 1 [20] ........................................................................................................ 3
Question 2 [20] ........................................................................................................ 5
Question 3 [20] ...................................................................................................... 10
Understanding Adaptive Capacity ........................................................................... 13
Key Elements for Developing Adaptive Capacity ....................................................... 13
Question 4 [20] ...................................................................................................... 15
Question 5 [20] ...................................................................................................... 22
Conclusion ............................................................................................................ 28
Bibliography ........................................................................................................... 29
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
Introduction
Change is an ever-present part of organizational growth, most prominently following external
shocks and shifts in environments in the marketplace. The Trust, in the following case study,
is an exemplar of how companies must strategize in a position to survive and become
sustainable. There is, in the case of the Trust, financial trauma such as loss of principal grants
funding, to having to modernize operations and workflows, and yet, its case teaches about value
in terms of resilience, innovation, and proactive governance. This portfolio undertakes a critical
examination of the Trust's programs through application of proven theoretical frameworks in
evaluating critical decisions, appraising strategic interventions, and gauging impact. Threads
run through the work in terms of the role of digital transformation, organizational resilience,
reorientation, and leadership in overcoming resistance to change. In a manner, therefore, in its
work, it engages in a profound analysis of how companies can gear up to survive in a future
uncertain and competitive and become sustainable and have long-term growth.
Question 1 [20]
1.1 According to the case study, the Trust formulated a business development and
sustainability strategy to embrace a ‘New Future’. Considering this initiative, identify
and discuss the specific source of change. Your discussion should be informed by
relevant theory and supported by practical examples from the case study. (10)
The Trust's "New Future" programme was most instigated through a reactive catalyst: the
impending loss of funding from its largest donor in 2015. This external event forced the Trust
to review its current structure and strategy.
The Trust's CEO recognised a shift in the conversation from development aid to development
partnerships, and a necessity for investing in resources through the private sector and public-
private partnerships. This realisation forced the Trust to develop the Business Development
and Sustainability Strategy (BDSS). The BDSS aimed at creating a streamlined and flexible
organisation capable of withstanding turbulent market environments and actively searching for
new opportunities for business. This included budget and manpower cuts, increased flexibility,
and embracing new outlooks towards the future. The BDSS focused on strengthening the voice,
agency, and actions of southern African civil society.
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
The financial issue is a critical event that induces path dependence (Hill, 2023). Hayes (2018)
claims that route dependence begins with a critical event that induces habits of a self-
reinforcing kind, and one that can restrict a change manager's range of options for action. The
Trust's reaction to the funding issue, including changes to its structure and strategy, is an
illustration of how a critical event can shape an organisation's future direction.
In addition, the Trust's reaction to the funding issue included not only budgetary aspects but a
transformation of its operational approaches and budgeting strategy. The Trust must overcome
ideology barriers and modify its view of the former NPO, one that is dependant on donors for
funding. This involved a transformation towards becoming a revenue-generating organisation.
Thus, the catalyst for the Trust's "New Future" development was a loss of funding by its
principal funder, and subsequently a critical incident and a full review of governance and
strategy for the Trust, culminating in a transition to a new model for funding and operations.
1.2 Read the case study and then, using Nadler and Tushman’s (1995) typology of
organisational change, identify and critically discuss the type of change taking place
at the Trust. Your discussion should be informed by relevant theory and supported
by practical examples from the case study. (10)
Based on Nadler and Tushman's (1995) typology of organizational change as cited by Hayes
(2018), the transformation at the Trust can be identified as reorientation. Reorientation
involves a redefinition of the enterprise, initiated in anticipation of future opportunities or
problems, aiming to ensure the organization's alignment and effectiveness in the future.
Several aspects of the Trust's actions, as detailed in the case study, support this classification:
Shift in strategic focus
The Trust moved from being primarily a recipient of donor funding to developing a business
development and sustainability strategy (BDSS). This signifies a fundamental change in how
the Trust views its operations and funding model. The shift involved diversifying its funding
base, focusing on three service areas, and emphasizing business and sustainability goals.
Proactive response to change
The Trust's development of the BDSS after the initial shock of the funding withdrawal indicates
a proactive approach to reorienting its goals and methods of operation to ensure its
BMZ ACADEMY 061 262 1185/068 053 8213
THE BMZ ACADEMY
@061 262 1185/068 053 8213
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
Table of Contents
Introduction ................................................................. Error! Bookmark not defined.
Question 1 [20] ........................................................................................................ 3
Question 2 [20] ........................................................................................................ 5
Question 3 [20] ...................................................................................................... 10
Understanding Adaptive Capacity ........................................................................... 13
Key Elements for Developing Adaptive Capacity ....................................................... 13
Question 4 [20] ...................................................................................................... 15
Question 5 [20] ...................................................................................................... 22
Conclusion ............................................................................................................ 28
Bibliography ........................................................................................................... 29
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
Introduction
Change is an ever-present part of organizational growth, most prominently following external
shocks and shifts in environments in the marketplace. The Trust, in the following case study,
is an exemplar of how companies must strategize in a position to survive and become
sustainable. There is, in the case of the Trust, financial trauma such as loss of principal grants
funding, to having to modernize operations and workflows, and yet, its case teaches about value
in terms of resilience, innovation, and proactive governance. This portfolio undertakes a critical
examination of the Trust's programs through application of proven theoretical frameworks in
evaluating critical decisions, appraising strategic interventions, and gauging impact. Threads
run through the work in terms of the role of digital transformation, organizational resilience,
reorientation, and leadership in overcoming resistance to change. In a manner, therefore, in its
work, it engages in a profound analysis of how companies can gear up to survive in a future
uncertain and competitive and become sustainable and have long-term growth.
Question 1 [20]
1.1 According to the case study, the Trust formulated a business development and
sustainability strategy to embrace a ‘New Future’. Considering this initiative, identify
and discuss the specific source of change. Your discussion should be informed by
relevant theory and supported by practical examples from the case study. (10)
The Trust's "New Future" programme was most instigated through a reactive catalyst: the
impending loss of funding from its largest donor in 2015. This external event forced the Trust
to review its current structure and strategy.
The Trust's CEO recognised a shift in the conversation from development aid to development
partnerships, and a necessity for investing in resources through the private sector and public-
private partnerships. This realisation forced the Trust to develop the Business Development
and Sustainability Strategy (BDSS). The BDSS aimed at creating a streamlined and flexible
organisation capable of withstanding turbulent market environments and actively searching for
new opportunities for business. This included budget and manpower cuts, increased flexibility,
and embracing new outlooks towards the future. The BDSS focused on strengthening the voice,
agency, and actions of southern African civil society.
BMZ ACADEMY 061 262 1185/068 053 8213
, BMZ ACADEMY
The financial issue is a critical event that induces path dependence (Hill, 2023). Hayes (2018)
claims that route dependence begins with a critical event that induces habits of a self-
reinforcing kind, and one that can restrict a change manager's range of options for action. The
Trust's reaction to the funding issue, including changes to its structure and strategy, is an
illustration of how a critical event can shape an organisation's future direction.
In addition, the Trust's reaction to the funding issue included not only budgetary aspects but a
transformation of its operational approaches and budgeting strategy. The Trust must overcome
ideology barriers and modify its view of the former NPO, one that is dependant on donors for
funding. This involved a transformation towards becoming a revenue-generating organisation.
Thus, the catalyst for the Trust's "New Future" development was a loss of funding by its
principal funder, and subsequently a critical incident and a full review of governance and
strategy for the Trust, culminating in a transition to a new model for funding and operations.
1.2 Read the case study and then, using Nadler and Tushman’s (1995) typology of
organisational change, identify and critically discuss the type of change taking place
at the Trust. Your discussion should be informed by relevant theory and supported
by practical examples from the case study. (10)
Based on Nadler and Tushman's (1995) typology of organizational change as cited by Hayes
(2018), the transformation at the Trust can be identified as reorientation. Reorientation
involves a redefinition of the enterprise, initiated in anticipation of future opportunities or
problems, aiming to ensure the organization's alignment and effectiveness in the future.
Several aspects of the Trust's actions, as detailed in the case study, support this classification:
Shift in strategic focus
The Trust moved from being primarily a recipient of donor funding to developing a business
development and sustainability strategy (BDSS). This signifies a fundamental change in how
the Trust views its operations and funding model. The shift involved diversifying its funding
base, focusing on three service areas, and emphasizing business and sustainability goals.
Proactive response to change
The Trust's development of the BDSS after the initial shock of the funding withdrawal indicates
a proactive approach to reorienting its goals and methods of operation to ensure its
BMZ ACADEMY 061 262 1185/068 053 8213
