Page 60 - Managing Change in Organizations

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Changing organizations
and outside the organization. However, if we are to bring these people together
effectively then we must adopt managerial styles conducive to learning, to
development, to creating and to articulating/communicating vision. In part it
demands that we understand the processes of innovation, adaptation and
change – what hinders change at individual, group, unit and corporate level
and what can be done about these ‘blockages’. Processes such as these are often
referred to under the rubric ‘culture change’.
Here we simply wish to make the point that successful strategic change seems
to demand a combination of cognitive/analytical skills and knowledge alongside
a range of behavioural or process skills and knowledge. Figure 3.1 sets out a ‘map’
of the cognitive/analytical components which appear to be needed. Here we sug-
gest that successful strategic change requires knowledge and techniques for cor-
porate diagnosis, in the culture change area and in putting together programmes
of change. All of this is not enough, however, without the essential process skills
needed to encourage learning and change.
Thus diagnostic surveys and competitive benchmarking techniques can provide
data to formulate change plans. Moreover there are increasingly well established
and codified techniques for business process engineering, total quality manage-
ment and so on. But substantial change both demands and will lead to culture
change. Thus doing it well requires process skills to advance overall integration in
pursuit of progress. Progress for whom and on what terms is, of course, an issue.

Employee surveys

Customer surveys

Competitive
Culture change Vision/strategy
benchmarking

Business process
re-engineering

Total quality

Just-in-time

Time-based strategies

Empowerment

Figure 3.1 Implementing strategy

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