This document discusses key concepts in managing strategic change including: 1) Four premises of managing change - strategy, context, inertia and leadership matter. 2) Diagnosing the change context using types of change, forcefield analysis and the change kaleidoscope tool. 3) Four types of strategic change - adaptation, realignment, reconstruction and revolution. 4) The change kaleidoscope framework examines contextual features and choices for designing change approaches.

1. STRATEGIC
CHANGE CONTEXT
CHANGE MANAGEMENT AND
IMPLEMENTATION
PRESENTED BY:
SUMAIYA OMAR
FAHAD RAHIM
KALANI KARIYAWASAM
KOBIGAH KANAGENDRAN

2. MANAGING CHANGE – KEY ISSUES
Four key premises:
 Strategy matters – in identifying the need for change and the
direction of change.
 Context matters – the right approach to change depends on the
circumstances.
 Inertia and resistance – getting people to change from existing ways
of doing things is essential.
 Leadership matters – good leadership of change at all levels is
needed.
Source: Johnson, Whittington and Scholes (2011) Exploring Strategy, 9th Edition, Pearson Education, Chapter 14

3. DIAGNOSING THE CHANGE CONTEXT
TYPES OF
CHANGE
FORCEFIELD
ANALYSIS
CHANGE
KALEIDOSCOPE
Source: adapted from Johnson, Whittington and Scholes (2011) Exploring Strategy, 9th Edition, Pearson
Education, Chapter 14

4. FOUR TYPES OF STRATEGIC CHANGE
original source: Adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009
source: Johnson, Whittington and Scholes (2011) Exploring Strategy, 9th Edition, Pearson Education, Chapter 14

5. ADAPTATION
ADAPTATION:
Change undertaken to realign
the way in which the organization
operates.
Implemented in a series of
steps.
REALIGNMENT
I
N
C
R
E
M
E
N
T
A
L
(Kaplan, 2012)

6. RECONSTRUCTION
RECONSTRUCTION:
Change undertaken to realign the way in
which the organization operates with
many initiatives implemented
simultaneously.
Often forced and reactive because of
changing competitive context.
REALIGNMENT
B
I
G
B
A
N
G
(Kaplan, 2012)

7. REVOLUTIONARY CHANGE
 Simultaneous initiatives.
 Short span.
 Many fronts.
 Generally reactive change.
 Generally a mandatory change.

8. EVOLUTIONARY CHANGE
 Gradual implementation of change through
different inter related stages.
 Comparatively, long time span.
 Generally pro-active change.
 A change by convincing people.

10. REVOLUTIONARY ADVANTAGES
 Low risk of change failing to make effect .
 Change will occur quickly.
 Change will have any resources needed.
 Good experience.
 Looks good on résumés and annual reports.

11. REVOLUTIONARY DISADVANTAGES
 Change may not become part of the culture before
focus shifts.
 Loss of political capital.
 Job security is not sure for the leader:
 Not necessarily a “good fit” for the organization, if
the change fails.
 Opportunity cost.

12. EVOLUTIONARY ADVANTAGES
 Highly likely to become a part of the culture soon as it is decided.
 Understanding of the current scenario, is comparatively high.
EVOLUTIONARY DISADVANTAGES
oHard to build up collective understanding, among
employees.
oCentral direction is lost.
oHaphazard, may interrupt the actual direction.

13. CHANGE KALEIDOSCOPE: (BALOGUN AND HOPE
HAILEY)
THE IMPORTANCE OF CONTEXT IN DESIGNING CHANGE
Figure 1. Change Kaleidoscope:. Source (Kaplan Financial Limited, 2012)
Hope Hailey V, Balogun,J., (2002), 'Devising context sensitive approaches to change: the example of Glaxo Wellcome.', Long Range Planning, 35(2), p.153-178
 Helps the management design approaches
to change within a company.
• The outer ring relates to the wider strategic
change (what and why).
• Middle ring looks into more specific change
feature (organisation’s culture, competencies
and current situation).
• Inner ring provides a range of choice for the
management/change agent to use.

14. CHANGE KALEIDOSCOPE
CONTEXTUAL FEATURES (1)
Time: How much time does the organisation have to achieve this change? For example
is it in crisis?
Scope: Is the required outcome realignment or transformational? Does the change
affect the whole organisation or only some part of it?
Preservation: What organisational resources and characteristics need to be
maintained? What is working well that should not be damaged? What needs to be
destroyed?
Diversity: How equal are the staff groups and divisions within the organisation? Will the
change impact particular groups differently e.g. gender, ethnicity, profession, job role or
is everyone impacted in much the same way?
source: adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009

15. Capability: How capable or competent is the organisation at managing change? For
example. manager and employees.
Capacity: What is the degree of change resources available? Think about the amount
of money, people, time that is needed and available to make the required changes.
Readiness: How ready for change are the workforce? Are people aware of the
changes? Are they committed to implementing change?
Power: What power and autonomy does the change leader have to impose change?
Do staff have the power to resist or ignore change if they want to?
CHANGE KALEIDOSCOPE
CONTEXTUAL FEATURES (2)
source: adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009

16. Change path - Concerns the type of change to be undertaken in terms of the nature
of the change (i.e. big bang or incremental). the desired result. (i.e. transformational
or just realignment).
Change start point - Where the change is initiated (e.g. top-down or bottom up).
Change style - Which management style should be adopted (e.g. collaborative,
participative, directive or coercive)?
Change interventions - Which mechanisms should be deployed (e.g. education,
communication, cultural interventions)?
Change roles - Assigning roles and responsibilities (e.g. leadership, use of
consultants, role of change action teams).
CHANGE KALEIDOSCOPE
CONT’D.
Figure 1. Change Kaleidoscope:. Source (Kaplan Financial Limited,
2012)

17. CHANGE JUDGEMENT: KEY POINTS
 Need to appreciate what is unique and specific about current
context: Contextual judgement is key competence.
 Contextual judgement is about being able to read the
organisational context, and understand how to influence it to
enable change.
 The change kaleidoscope facilitates judgement – enables
identification of critical contextual features.
 Skill in implementing strategic change comes from
consideration of wide range of cases to understand why
particular interventions did or did not work in that particular
context – not from learning a magical change formulae that will
work in every situation.
source: adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2009

18. FORCE FIELD ANALYSIS
 Lewin's Force Field Analysis is a powerful
strategic tool used to understand what's needed for
and against change in both corporate and personal
environments.
 It’s a simple but useful tool for identifying positive
forces for change & obstacles to change.

19. LEWIN'S FORCE-FIELD ANALYSIS
Forces for Change Forces Resisting to Change
Current
State
Desired
Future
State
Direction of Change
Lewin's force-field analysis
equilibrium or balance between forces
change by
increase in driving forces or
reduction in resisting forces

20. AN EXAMPLE FORCE FIELD
ANALYSIS
Eg : Upgrade Factory with new manufacturing Equipment
Forces for Change Forces for Resisting to Change
Customers want new product
Improved Production Speed
Reduced Training Time
Low Maintenance Cost
Upgrade Factory
with new
manufacturing
Equipment
Loss of Staff Overtime
Staff Fearful of new
technology
Environmental Impact
Cost & Disruption