Change is inevitable. To make the desired change one must understand change management strategies

1. Strategic Change
By
Dr. Rishardh Hussain
P.hD, (USA) MBA, BBA (Hons), FCMI (UK), MCIM (UK), Member – AMA (USA), MSLIM, MIM (SL)
Senior Lecturer
ESOFT
Kandy

2. Learning outcomes
• Be able to classify types of change
• Be able to link types of change to strategic change
• Be able to analyse an organisational change
• Be able to plan an organisational change

3. Organizational Change
“Change” is defined as just “a new state of things, different from the old
state of things

4. Strategic change
Strategic change management is the process of managing change in a
structured, thoughtful way in order to meet organizational goals, objectives,
and missions

5. Classifications of Change

6. Revolutionary change vs
Evolutionary change

7. Revolutionary change vs
Evolutionary change

8. Revolutionary change vs
Evolutionary change

9. Revolutionary change vs
Evolutionary change
4 Kg 0.3 Kg
Cost : Rs 4 000 Cost : Rs 500

10. Revolutionary change vs
Evolutionary change
Evolutionary changes occur very slowly. A change agent helps
the organization, often person by person, understand the change.
People comment and the approach is built collaboratively. People
have to buy in to the change. Senior leadership still needs to be on
board, but they are less the driver of the change and more a coach
or cheerleader

11. Revolutionary change
The revolutionary change is immediate, dramatic and forced down –a high-
pressure mandate from above coming from “upstairs” when senior leadership says
that it must be done. Once the decision is made, a room for discussion may be
accepted, but the change is going to take place one way or another.

12. Discontinuous v continuous
Development is gradual with achievements at one level building on the
previous levels.
Continuous change
Discontinuous Change
Development that occurs in distinct steps or changes with each stage
bringing about behavior that assumed to be qualitatively different from
behavior at earlier stages.

13. Episodic v continuing flow
Within the (organizational) change literature there is a distinction between
change that is episodic and change that is continuous. Even though both
types of change may seem fairly identical to the unknowing observer, there
are structural differences between them.

14. Episodic Change
Change made in this category is characterized by bursts of
highly goal-directed changes, aimed at short term
improvements.

15. Continuous change
In this category change is characterized by a pattern of endless modifications
and social practices aimed at preventing problems from emerging

16. Episodic v continuing flow

17. Episodic v continuing flow

18. Deliberateness vs. Emergence
Deliberate and Emergent Strategy

19. Deliberateness vs. Emergence
Deliberate and Emergent Strategy

20. Intended strategy
An intended strategy is the strategy that an organization hopes to
execute. Intended strategies are usually described in detail within an
organization's strategic plan.

21. Deliberate Strategy
A strategy conceived by senior managers as a planned response to the
challenges confronting an organization. Often the result of a systematic analysis
of the organization’s environment and resources

22. Emergent strategy
Emergent strategy A strategy that ‘emerges’ from lower down the organization
without direct senior management intervention.

23. Imposed strategy
Imposed strategy A strategy that an organization’s managers would not
otherwise have chosen, but is forced on them

24. Realized strategy
Realized strategy The strategy the organization actually ends up implementing.
It may be deliberate, emergent or impose

29. Punctuated Equilibrium
Punctuated equilibrium in social theory is a method of understanding
change in complex social systems. The method studies the evolution of policy
change, including the evolution of conflicts. The theory suggests that most
social systems exist in an extended period of stasis, which are later
punctuated by sudden shifts in radical change. The theory was largely inspired
from the biological theory of punctuated equilibrium developed by
paleontologists Niles Aldridge and Stephen Jay Gould.

30. Punctuated Equilibrium
Punctuated equilibrium model (PEM) is an important model of organisational
change in which change is relatively stable but experiences short bursts of
fundamental change. The concept explains the strengths and drawbacks of the
model and uses illustrative case studies to highlight the usefulness of the PEM
for explaining change.

31. Punctuated Equilibrium Model Definition
The punctuated equilibrium model of change "sees organisations as evolving
through relatively long periods of stability (equilibrium periods) in their basic
patterns of activity that are punctuated by relatively short bursts of fundamental
change (revolutionary periods)" (Burnes, 2009).

35. Thank you