1. Baker Photography is evaluating changes to their business model including pricing, bookings, operations, and online presence. 2. The business wants to transition from a hobby model to a more professional business model to address issues like being too busy, a lack of clear operations, and artistic and social trends. 3. The transition will involve an 8 step process over 3 months to create urgency, develop a new vision, build support, communicate the changes, remove obstacles, celebrate wins, continue the changes, and institutionalize the new business model.

1. BAKER PHOTOGRAPHY & STUDIOS
Ken Baker, Lisa Briscoe, Geralis Halma, Matt Thompson

2. CURRENT BUSINESS
EVALUATION
• Pricing
- Varies according to • Printing- Printing options
type of shoot are starting to take form
• Bookings- no set deposit
can cause frustration
• Web Presence - Blog blog
• Organization & Operations

3. WHY CHANGE?
• Price
• Too Busy
• Clear Operations
• Expansion
• Artistic and Social Trends
• Network and Contacts

4. TRANSITIONAL PROCESS
1. Sense of Urgency
2. Develop a Vision
3. Powerful Coalition
4. Communicate the Vision
5. Remove Potential Obstacles
6. Celebrate Short Term Wins
7. Continue Change
8. Institutionalize Change

5. TRANSITION
• Moving towards a known new state
• Management of the transitional process over the next 3 months
• Also involves developmental changes
Old State Transitional State New State

6. REORIENTATION
Archetype Embryonic Embryonic Archetype
Coherence Archetype Schizoid Archetype Coherence
A A B B
• Mandy’s prevailing ideas and values have lost legitimacy and become
discredited
• Alternative interpretive scheme emerges, carrying with it a different
pattern of structural arrangements
• New organizational structures and processes
• Over time new interpretive scheme and organizational form are brought
more and more into line, producing coherence within the new design
archetype

7. INTERPRETIVE SCHEMES
Archetype A Archetype B
Hobby Model Business Model
• Raison D’etre • Raison D’etre
• Hobby model • “Capturing unique moments in an artistic fashion”
• Principles of Organizing • Principles of Organizing
• Evaluation of Criteria • High value of enjoyment
• Ability to provide high quality photo’s
• Evaluation of Criteria
• Work load, word of mouth, returning customers, her
feelings, profit

8. STEP ONE: CREATE A SENSE
OF URGENCY
• Notreturning to current line • Another bundle of joy
of work after Christmas
• Want to make sure short term
changes are finished within the next 7
• Steady income will be gone, more
months
reliance on photography
• Need to increase prices to have
income

9. STEP TWO: MANDY DEVELOPS
VISION
• Mandy has to be the driver • Be willing to challenge current
of the change assumptions
• Assumptions:
• Tune into the environment
• Customer prefer lower price
• Customers want control over
timeframe
• Her skill level is not equal to higher
pay

10. STEP TWO: MANDY DEVELOPS
VISION
• Theory E or Theory O?
• Goals • Process
• Maximize shareholder value while developing • Plan for spontaneity
organizational capabilities
• Focus
• Emphasis on structure and systems

11. SUPPORT STRUCTURES AND
SYSTEMS
• NameChange: • Potential for Administrative
Mandy Baker Photography Assistant
• Web Presence blu domain • Own Studio
• Pricing
• Organization quick books
• Joint Venture

12. IMPLEMENTATION TIMELINE
e tions
Short Term ge esenc era
ge Chan Pr Op
han ing
C ic eb
January 2010 N a me Pr W
20 15
10 -
Long Term 10 - Fa
0
ll 2 Studio
20 ee
sh ip - mp
loy
t ner E
Par

13. STEP THREE: CREATE A
POWERFUL COALITION
• She is the coalition, so she • Other resources
needs to find resources to
• Web Support
strengthen her position
• Photographers
• Ken
• Printers
• Customers
• Use of consultants

14. STEP FOUR: COMMUNICATE
VISION
• Message needs to be • Make sure website is current
strong, and show belief in
change • Start
announcing change
now to build excitement
• Information to customers
• Heather Ward: make sure
• New web presence she understands and shares
• New booking fees / schedule vision
• Referral program

15. STEP FIVE: REMOVE
POTENTIAL OBSTACLES
Obstacles: • Time of Year
• Mandy’s own hesitations to • Jan-April is slow
change • Drop in business may not be due to
changes made
• May leave behind some clients
• Change may not produce expected
results
• Clients
• Price changes

16. STEP FIVE: REMOVE
POTENTIAL OBSTACLES
Solutions:
• Mandy’s Empowerment • Structuresand Systems to
Simplify Administration
• Needs confidence to step outside
boundaries, take risks
• Example: Financial management, new
website, deposit, etc
• Talk to others about value of work
• Professionalizes the business, and gives
• The change itself is the motivator, more legitimacy
clearly defined vision is the motivation
• Saves time and stress, freeing more
time to focus on looking forward

17. STEP SIX: CELEBRATE SHORT
TERM WINS
• Emphasis on achieving small
goals throughout the change
• Because of the extent of
change, it could feel
overwhelming
• Mandy needs to set clear
goals for each business
function

18. STEP SEVEN: CONTINUE
CHANGE
• Maintain competitive • Enjoy the process!
advantage
• Keep transforming to meet
new goals
• Focus on long term goal
• Ensuring that employees
(future) are also committed to
change

19. STEP EIGHT:
INSTITUTIONALIZE CHANGE
• Mandy has to enforce
change, and not go back
• Change
takes large
commitment and time
• Culture
should reflect the
new archtype

20. QUESTIONS