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234 PART 3 • STRATEGY IMPLEMENTATION

acquired by Merck & Co. Home Depot now meets with shareholders regularly to hear their
concerns. In April 2009, Royal Bank of Scotland Group PLC voted 9-to-1 against the bank’s
2008 compensation package.
Executive pay declined slightly in 2008 and is expected to decrease somewhat substan-
tially in 2009 as pressure for shareholders and government subsidy constraints lower pay-
outs. The five CEOs who in 2008 received the highest compensation in a recent survey are
Sanjay Jha at Motorola ($104 million), Ray Irani at Occidental Petroleum ($49.9 million),
Robert Iger at Walt Disney ($49.7 million), Vikram Pandit at Citigroup ($38.2 million), and
Louis Camilleri at Philip Morris ($36.4 million). 14

Managing Resistance to Change
No organization or individual can escape change. But the thought of change raises anxi-
eties because people fear economic loss, inconvenience, uncertainty, and a break in normal
social patterns. Almost any change in structure, technology, people, or strategies has the
potential to disrupt comfortable interaction patterns. For this reason, people resist change.
The strategic-management process itself can impose major changes on individuals and
processes. Reorienting an organization to get people to think and act strategically is not an
easy task.
Resistance to change can be considered the single greatest threat to successful strategy
implementation. Resistance regularly occurs in organizations in the form of sabotaging
production machines, absenteeism, filing unfounded grievances, and an unwillingness to
cooperate. People often resist strategy implementation because they do not understand
what is happening or why changes are taking place. In that case, employees may simply
need accurate information. Successful strategy implementation hinges upon managers’
ability to develop an organizational climate conducive to change. Change must be viewed
as an opportunity rather than as a threat by managers and employees.
Resistance to change can emerge at any stage or level of the strategy-implementation
process. Although there are various approaches for implementing changes, three com-
monly used strategies are a force change strategy, an educative change strategy, and a ratio-
nal or self-interest change strategy. A force change strategy involves giving orders and
enforcing those orders; this strategy has the advantage of being fast, but it is plagued by
low commitment and high resistance. The educative change strategy is one that presents
information to convince people of the need for change; the disadvantage of an educative
change strategy is that implementation becomes slow and difficult. However, this type of
strategy evokes greater commitment and less resistance than does the force change strat-
egy. Finally, a rational or self-interest change strategy is one that attempts to convince
individuals that the change is to their personal advantage. When this appeal is successful,
strategy implementation can be relatively easy. However, implementation changes are
seldom to everyone’s advantage.
The rational change strategy is the most desirable, so this approach is examined a bit
further. Managers can improve the likelihood of successfully implementing change by care-
fully designing change efforts. Jack Duncan described a rational or self-interest change strat-
egy as consisting of four steps. First, employees are invited to participate in the process of
change and in the details of transition; participation allows everyone to give opinions, to feel
a part of the change process, and to identify their own self-interests regarding the recom-
mended change. Second, some motivation or incentive to change is required; self-interest can
be the most important motivator. Third, communication is needed so that people can under-
stand the purpose for the changes. Giving and receiving feedback is the fourth step: everyone
enjoys knowing how things are going and how much progress is being made. 15
Because of diverse external and internal forces, change is a fact of life in organiza-
tions. The rate, speed, magnitude, and direction of changes vary over time by industry and
organization. Strategists should strive to create a work environment in which change is
recognized as necessary and beneficial so that individuals can more easily adapt to change.
Adopting a strategic-management approach to decision making can itself require major
changes in the philosophy and operations of a firm.