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Chapter 19 ■ Strategies for corporate transformation
Conclusion

‘Mind-set’ change implies paradigm change. A ‘paradigm’ is defined as a constel-
lation of values, perceptions and practices held in common. Clearly there is a
powerful cognitive component here. If we are to change the ‘mind-set’, by defi-
nition the task is cognitive. Thus, we argue that while strategic change does have
an important behavioural component, no less important is its cognitive compo-
nent and thus it is that we place significant emphasis here on tools and tech-
niques for analysis. Most importantly, we have sought to review theories of
change currently in the literature critically in order to judge how they can help
us think about change. We then looked at themes and issues facing practitioners
seeking to make change and reviewed a range of existing change management
techniques. Finally we brought forward a convergence model of change as a fur-
ther contribution to thinking about change management in practice.
Anyone who objects that it is the way the tools are used which makes the dif-
ference is not arguing against this point at all. For me, however, the starting point
of change is about vision – a cognitive process. Someone once said:
If the rate of change outside the organization is faster than the rate of change
inside, the end is nigh.

I see this as the enduring challenge to anyone seeking to understand and man-
age change. I hope that this book contains ideas, concepts, tools, techniques and
case studies which will help you make sense of this changing world.

EXERCISES

1 Overall, what have you learned about major change through your work on this
book?
2 How would you go about change given that learning?
3 Is radical transformation possible?

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