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    Managing Strategic Change

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    Tine Pasalo
    Strategic change management allows companies to carefully make needed changes in a structured way to meet goals. There are several types of strategic change including restructuring, reengineering, and innovation. Managing strategic change involves determining the need for change, analyzing stakeholders, building support, creating a change team, developing a plan, managing obstacles, and evaluating results. Common change management models include Lewin's three-step model of unfreezing, changing, and refreezing; Kotter's eight steps; and the ADKAR model focused on individual change.

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    Managing Strategic Change

    Uploaded by

    Tine Pasalo
    48 views37 pages
    Strategic change management allows companies to carefully make needed changes in a structured way to meet goals. There are several types of strategic change including restructuring, reengineering, and innovation. Managing strategic change involves determining the need for change, analyzing stakeholders, building support, creating a change team, developing a plan, managing obstacles, and evaluating results. Common change management models include Lewin's three-step model of unfreezing, changing, and refreezing; Kotter's eight steps; and the ADKAR model focused on individual change.

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    Strategic change management allows companies to carefully make needed changes in a structured way to meet goals. There are several types of strategic change including restructuring, reengineering, and innovation. Managing strategic change involves determining the need for change, analyzing stakeholders, building support, creating a change team, developing a plan, managing obstacles, and evaluating results. Common change management models include Lewin's three-step model of unfreezing, changing, and refreezing; Kotter's eight steps; and the ADKAR model focused on individual change.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    48 views37 pages

    Managing Strategic Change

    Uploaded by

    Tine Pasalo
    Strategic change management allows companies to carefully make needed changes in a structured way to meet goals. There are several types of strategic change including restructuring, reengineering, and innovation. Managing strategic change involves determining the need for change, analyzing stakeholders, building support, creating a change team, developing a plan, managing obstacles, and evaluating results. Common change management models include Lewin's three-step model of unfreezing, changing, and refreezing; Kotter's eight steps; and the ADKAR model focused on individual change.

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    © All Rights Reserved
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    of 37

    MANAGING

    STRATEGIC
    CHANGE
    STRATEGIC CHANGE
    MANAGEMENT

    • allows companies to carefully and rssponsibly make needed

    changes

    • it is the process of managing change in a structured, thoughtful

    way in order to meet organizational goals, objectives and

    missions.
    TYPES OF STRATEGIC CHANGE

    Strategy
    • Restructuring Formulation

    • Reengineering
    Environmental
    • Innovation
    Scanning

    Your paragraph text


    RESTRUCTURING

    In some situations, organizations may need to reorganize aspects of

    their company to remain competitive. This process is known as

    restructuring. These changes often aim to make the organization more

    efficient or profitable.
    REENGINEERING

    When pursuing change through reengineering, organizations focus on

    redesigning their business processes and related systems to improve

    performance. Business processes represent the tasks that help reach

    organizational goals or deliver offerings to customers.


    INNOVATION

    Organizations can also pursue strategic change through innovation,

    which refers to using skills and resources to develop new ideas or

    improve existing offerings. This process enables organizations to meet

    customers' new and changing demands.


    "It is not the strongest or the
    most intelligent who will
    survive but those who can
    best manage change"

    Charles Darwin
    DIMENSIONS • Content of Change
    OF STRATEGIC
    • Process of Change
    CHANGE
    • Context of Change
    CONTENT OF CHANGE

    This focuses on objectives, purposes, and goals of the strategy. Change


    as content looks at organizational parameters before and after an event
    in the life of the organization. Here, we try to understand what the
    possible antecedents and consequences of the change could have been.
    PROCESS OF CHANGE

    Change as process is concerned with understanding the actual change as


    it unfolds, including the role of the manager as a change agent. It refers
    to the way the change in content occurs e.g. the speed, sequence of
    activities, decision-making and communication systems deployed, and
    the resistance encountered.
    CONTEXT OF CHANGE

    The context of change is the situation surrounding the organization –


    the playing field from where the forces of change emanate and where
    the change is accomplished. “
    STEPS OF STRATEGIC
    CHANGE

    Your paragraph text


    1. Determine the need for change

    When pursuing strategic change, an organization must identify what


    must change. In some situations, the necessary change may seem
    apparent to leaders immediately.
    Environmental
    Scanning

    Your paragraph text


    2. Perform a stakeholder analysis

    Organizations consist of stakeholders with various interests and roles.

    While planning strategic change, you should analyze how it will

    impact these different groups.


    Environmental
    Scanning

    Your paragraph text


    3. Build support for change

    Now that you understand your stakeholders, you can begin building

    support for the strategic change you want to make. There are several

    methods you may use to accomplish this goal, which involves educating

    and motivating others. One way is to create a sense of urgency.


    Environmental
    Scanning

    Your paragraph text


    4. Create a change network

    Establishing a change management team or network can help make the


    implementation smoother. The team should include individuals who have the
    power and skills required to introduce the change. This team makes up part of
    a change network, often serving as a liaison between various stakeholders and
    Environmental
    ensuring that everyone understands the change and its goals.
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    5. Prepare a change management plan

    Now that you have identified the necessary change and the
    individuals to guide its implementation, you can develop a plan and
    assign activities. A change management plan provides direction for
    your team during this process.
    Environmental
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    6. Identify and manage obstacles

    The implementation process may not always go exactly as planned. Again,


    developing contingency plans can prepare your team to navigate potential
    challenges. When you encounter additional obstacles or issues, you need to
    stay flexible and adjust your plan as needed. Obstacles may also come in the
    Environmental
    form of resistance from stakeholders.
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    7. Evaluate the change

    Once your team implements the change, monitor its impacts to determine its
    effectiveness. You can compare pre- and post-change processes or situations
    to assess the differences. Depending on the change, you may have data to
    provide information regarding performance or financial results.
    Environmental
    Scanning

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    FORCES OF CHANGE

    Changing
    customer Political Economic
    demands

    Global
    Technology Government
    competition
    CHALLENGES OF
    IMPLEMENTING
    CHANGE
    IMPORTANT ASPECT
    OF SUCCESSFUL
    CHANGE
    BEST PRACTICE
    CHANGE
    MANAGEMENT
    PRINCIPLES
    • At all times involve and agree support from people within system (e.g.
    environment, processes, culture, relationships, behaviours- whether
    personal or organizational
    • Understand where you/the organization is at the moment (status quo)
    • Understand where you want to be, when, why and what the measures
    will be for having got there
    • Plan development towards above in appropriate achievable
    measurable stages
    • Communicate, involve, enable and facilitate involvement from
    people, as early and openly and as full as possible.
    CHANGE -is used to help outline, describe and

    MANAGEMENT simplify the process of change


    within a business or organization.
    MODELS
    Any kind of change in an office process can be
    disruptive to productivity and employee motivation.
    Following a specific plan, whether it’s one method or
    a combination of methods, will ensure that your
    WHY IS IT employees are all following the same guidelines and
    IMPORTANT TO USE?
    share the same expectations. A solid plan will also
    help you avoid unexpected costs or last-minute
    adjustments.
    1. Lewin's change management model

    Lewin's change management model was developed in the 1940s by Kurt Lewin,
    a physicist. His theory of change management involved three steps, a system of
    transition that he connected to the likeness he observed in melting ice cubes. He
    described organizational change as having three distinct phases: unfreeze, change
    Environmental
    and refreeze.
    Scanning

    Your paragraph text


    2. ADKAR model

    This model was created by Jeffrey Hiatt, and his goal with this model was to offer an
    effective approach to facilitating change on an individual basis, as oftentimes changes
    within a professional organization become less of a focus than the reactions
    employees have toward them. Each part of the ADKAR acronym represents how the
    model works to initiate change on this individual level: awareness, desire, knowldge,
    Environmental
    ability and reinforcement.
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    3. Kotter's 8-step change model

    This change management model was developed by John Kotter after he


    experienced significant organizational transitions. The model he
    developed focuses on the employees experiencing the organizational
    Environmental
    changes.
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    4. Kubler-Ross change curve

    Even though this change model is known as "the five stages of grief," it
    can be an effective approach to outlining your change processes because
    it can break down each stage of transition and how individuals process
    change in general. The five stages in this model include: denial, anger,
    Environmental
    bargaining, depression and acceptance.
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    4. Kubler-Ross change curve

    Even though this change model is known as "the five stages of grief," it
    can be an effective approach to outlining your change processes because
    it can break down each stage of transition and how individuals process
    change in general. The five stages in this model include: denial, anger,
    Environmental
    bargaining, depression and acceptance.
    Scanning

    Your paragraph text


    5. McKinsey 7s model

    This was initially developed in the 1970s by Thomas Peters and Robert Watermen,
    two men at the McKinsey consulting firm. This model illustrates how the different
    parts of a business or organization work in tandem. According to this model, there
    are seven key elements that every organization possesses. These seven elements
    include: strategy, structure, shared values, system, staff, style and skills.
    Environmental
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    6. PDCA change management model

    This model can also be called "the Deming wheel," or "control cycle." The
    PDCA model was developed by William Deming during the 1950s, and its
    acronym stands for "plan," "do," "check" and "act," which serves as a
    model for a cyclical and continuous implementation of change and
    Environmental
    development.
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    7. Nudge theory

    This theory is a less structured approach to change that focuses on the


    employee’s perspective and encourages employees to make changes for their
    own benefit, as well as for the benefit of the company. In this way,
    management nudges employees to make changes themselves. This theory also
    encourages management to be open to feedback from employees.
    Environmental
    Scanning

    Your paragraph text


    8. Bridges Transitional model

    This model was developed by William Bridges and it focuses on the


    emotional impact of making changes. The model offers three stages:
    endings, neutral zone, new beginnings.
    Environmental
    Scanning

    Your paragraph text


    GROUP 1 REPORTERS

    THANK SISON, ANGELI SHANE


    SALINAS, JOELLA

    YOU! MANGGAD, ELYMAR


    PASALO, KRISTINE
    BAUTISTA, FRANCHESKA ANDREA

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