Definition of Background to Organizational Strategic Change
“Strategy” word is using for planning to do something for beneficial future of the organization and making policies of different levels to achieve their goals and objectives.
Organizational strategic change refers to the situation where some positive changes are required to work better than before. This situation can happen mostly in two times i.e. a company is newly established and going to design a management structure and working pattern, secondly a company merged in another company, after amalgamation of two or more companies, they may need to make up a new management and operational structure and some changes may be required in order to focusing the previous working environment and techniques of both companies which are amalgamated.
There are many models introduced by different legends of management theories, some below mentioned models are famous which are very effective to make a strategic plan in organizational strategic change.
John P Kotter’s eight to successful change.
Kübler-Ross five stages transition (grief) cycle.
Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcements) model. 4.
McKinsey’s change management model – unfreez and refreez. 5.
Burke-Litwin’s casual change model; action research; gap analysis
All these five persons have introduced very effective point of view for organizational strategic change. But it is not important that we can implement all these models or elements of a specific model for business strategy of an organisation, because every organization has different working pattern, management styles and internal & external working environment. These models can be used for this purpose but first of all the organization’s implementation authority should focus on their own business environment then they may apply the elements of these models on the business strategy.
Focusing on a UK’s most emerging company “British Petroleum (BP)” British Petroleum is not a newly established company, they amalgamated with US biggest oil company “Amoco” and renamed as “BPAmoco” on August 11, 1998. But the company emerged in UK’s oil sector as “BP” in July 2000. Now BP is the biggest oil company in the UK and third largest oil company in the world.
The elements of all above noted models can be used for this company’ strategic change, but we will prefer to discuss the Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcements) model for this stage. The ADKAR elements define itself as:- i.
Awareness of the need to change
Desire to participate and support the change
Knowledge of how to change (and what the change looks like) iv.
Ability to implement the change on a day-to-day basis
Reinforcement to keep the change in place
Awareness refers to change the small BP’s network to vast network by amalgamation with another company. The management desires to introduce their company as one of the world’s largest company by availing the opportunity to integrate with the other biggest one i.e. Amoco. Knowledge is refers to understanding the amalgamation process, financial stability of other company, focusing on positive aspects which they can avail after mixing up of both companies. Ability to implement it successfully and Reinforcement to prove that the changing is really beneficial.
Strategic interventions refers to the situation where different factors related to teamwork, management style, employees’ development process, human resource management and internal/external business environment are involved for introduce and implement a strategic business plan. It is essential to focus on all these factors to make a strategic plan and get success to achieve the organization’s goals and objectives.
At the time of teambuilding, the management can be faced both agreement and disagreement behaviour from the team members to...
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