icm 9. planning strategic and organizational change.ppt

8/17/2019 ICM 9. Planning Strategic and Organizational Change.ppt

1/18

Planning Strategic and

Organizational Change

Paulus Tangkere

Innovation & Change ManagementSession 9


2/18

pt The Framework for Planning

• “lens” for developing an effective change

management plan.

•

can be used to plan and lead strategic andorganizational change.

• based on an organizational effectiveness (or

success factors) model – the key factors upon

which an organization needs to focus in order

to maximize long-term success in the context

of planning for and implementing change.


3/18

pt Key Components of the

Framework

• Business Foundations.

• Strategic Building Blocks.

Key components need to be effectively designed

and managed – both as organizations grow and

develop and as organizations plan for andimplement change


4/18

pt Business Foundation

1. Business concept.

2. Core strategy.

3. Strategic mission.


5/18

pt Business Concept

• defines what the overall purpose of the

business.

•

It answers the question “What are we?”• It defines the space that an organization seeks

to occupy as a player in a market

a business defini tion needs to avoid being either too

broad or too narrow

BUSINESS FOUNDATION


6/18

pt Core Strategy

• is the central or core theme around which the

organization plans to compete to achieve its

strategic mission.

• the quality of their sales force, the

effectiveness of their planning process, or the

strength of their company’s culture.

unique – factors that truly differentiate the

organization from its competitors

BUSINESS FOUNDATION


7/18

pt Strategic Mission

• broadly defines what an organization wants to

achieve over the long term (3-5 years).

•

be capable of being stated in both qualitativeand quantitative terms.

• provides a sense of direction for decisions and

actions

a component that is measurable

BUSINESS FOUNDATION


8/18

pt Strategic Building Blocks

1. Identification of market segment and niche.

2. Development of products and services.

3. Acquiring resources.4. Development of operational systems.

5. Development of management systems.

6. Developing and managing corporate culture.


9/18

pt Identification of market

segment and niche• identifying the customers that the

organization wants to serve and the customer

needs that the organization wants to meet.

• capture a market niche, a place within the

market that the organization “controls,” based

on the sustainable competitive advantages it

possesses.

clearly identify ing present and potential customers

and their needs to create a competitive strategy

STRATEGIC BUILDING BLOCKS


10/18

pt Development of products and

servicesto meet present and potential customer needs

• productization – analyzing the needs of

customers in the target market, designing theproduct, developing the ability to produce it,

and identifying how it will be distributed to its

designated customers.

product or service should be acceptable to a set of

customers who will pay for it



11/18

pt Acquiring resources

• success in identifying a market niche and in

productization creates increased demand for a

company’s products or services.

• the type of resources required to support

effective operations may change over time as

the organization grows.

management needs to focus an appropriate amount of

attention on identifying, acquiring, and effectively

managing company resources



12/18

pt Development of operational

systemsto support effective and efficient operations

– small organizations grow and change, quickly tend

to outgrow – effective operational systems on

time.

– large established companies have overly

complicated operational systems – reengineering

of operational systems

the success of the organization depends on

appropriate operational systems



13/18

pt Development of management

systemsto support the long-term organization development

• planning – strategic, operational, and contingency.

• organization – the ways people are organized and

activities are coordinated

• management development – develop capabilities on

management and leadership

•

control – promote behavior consistent with theorganization’s objectives

sustainabili ty of organization should be ensured by

right management systems



14/18

pt Developing and managing

corporate culture.• developing systems to identify, communicate, and

effectively manage corporate shared values, beliefs,

and norms

• affects the way people and groups interact with each

other, with clients, and with stakeholders

• creates a common ground for team members to

reduce uncertainty

the glue that holds everyone together



15/18

pt

Business Concept – Core Strategy – Strategic Mission

BUSINESS FOUNDATION

MARKET

PRODUCTS & SERVICES

RESOURCES MANAGEMENT

OPERATIONAL SYSTEM

MANAGEMENT SYSTEM

CORPORATE

CULTURE

The Pyramid of Organizational

Development


16/18

pt Model for Planning Change


17/18

pt Change Planning Matrix


18/18

pt Change Planning Matrix-cont’

icm 9. planning strategic and organizational change.ppt

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