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CHAPTER 7 • IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES 235

Strategists can take a number of positive actions to minimize managers’ and employ-
ees’ resistance to change. For example, individuals who will be affected by a change should
be involved in the decision to make the change and in decisions about how to implement the
change. Strategists should anticipate changes and develop and offer training and develop-
ment workshops so that managers and employees can adapt to those changes. They also
need to effectively communicate the need for changes. The strategic-management process
can be described as a process of managing change.
Organizational change should be viewed today as a continuous process rather than as
a project or event. The most successful organizations today continuously adapt to changes
in the competitive environment, which themselves continue to change at an accelerating
rate. It is not sufficient today to simply react to change. Managers need to anticipate
change and ideally be the creator of change. Viewing change as a continuous process is in
stark contrast to an old management doctrine regarding change, which was to unfreeze
behavior, change the behavior, and then refreeze the new behavior. The new “continuous
organizational change” philosophy should mirror the popular “continuous quality
improvement philosophy.”

Creating a Strategy-Supportive Culture
Strategists should strive to preserve, emphasize, and build upon aspects of an existing
culture that support proposed new strategies. Aspects of an existing culture that are antag-
onistic to a proposed strategy should be identified and changed. Substantial research indi-
cates that new strategies are often market-driven and dictated by competitive forces. For
this reason, changing a firm’s culture to fit a new strategy is usually more effective than
changing a strategy to fit an existing culture. As indicated in Table 7-10, numerous
techniques are available to alter an organization’s culture, including recruitment, training,
transfer, promotion, restructure of an organization’s design, role modeling, positive
reinforcement, and mentoring.
Schein indicated that the following elements are most useful in linking culture to
strategy:
1. Formal statements of organizational philosophy, charters, creeds, materials used
for recruitment and selection, and socialization
2. Designing of physical spaces, facades, buildings
3. Deliberate role modeling, teaching, and coaching by leaders
4. Explicit reward and status system, promotion criteria
5. Stories, legends, myths, and parables about key people and events

TABLE 7-10 Ways and Means for Altering
an Organization’s Culture
1. Recruitment
2. Training
3. Transfer
4. Promotion
5. Restructuring
6. Reengineering
7. Role modeling
8. Positive reinforcement
9. Mentoring
10. Revising vision and/or mission
11. Redesigning physical spaces/facades
12. Altering reward system
13. Altering organizational policies/procedures/practices