This document provides a framework for managing strategic change including diagnosing the type and context of change, analyzing forces for and against change, and identifying levers to manage change. It outlines four types of strategic change: adaptation, evolution, revolution, and reconstruction. The context of change is determined by factors like time, scope, preservation needs, diversity, capability, capacity, readiness, and power. Change is managed through styles like education, collaboration, and direction played by roles of change agents and strategic leadership. Levers for managing change involve structure, routines, symbols, politics, communication, and tactics.

1. Managing Strategic Change

2. A framework for managing Strategic
Change:
1. Diagnosing the change situation
2. management styles and roles.
3. Levers for managing change

3. 1. Diagnosing the type of change
Types of strategic change

4. Adaptation : change which is accommodated within
the current paradigm and occur incrementally. It is the
most common form of change in organizations ,
e.g. Herbal skin care products from HUL
implementing ERP in organizations
Evolution : Evolution is a change in strategy which
requires paradigm change, but over time,
e.g., Dabur’s foray into beauty care products with
the acquisition of FEM

5. Revolution : Revolution is change which requires
rapid and major strategic and paradigm change,
e.g. GE’s Focus from being a manufacturing to a
service oriented company.
Marico’s foray into skin care- kaya (service)
Reconstruction :Reconstruction is the type of change
which could be rapid and could involve a good deal of
upheaval in the organization, but which does not
fundamentally change the paradigm.,
e.g. Acquisition of JLR by Tata Motors.

6. Contextual features
Time
How quickly change is needed
Scope
What degree of change is needed
preservation
What organizational resources and characteristics need
to be maintained
diversity
How homogenous are the staff groups and divisions
within the organization
capability
What is the managerial and personal capability to
implement change
capacity
What is the degree of change resource available
readiness
How ready for change is the workforce
power
What power does the change leader have to impose
change

7. Organization culture as context
Many aspects of the culture of the organization work
to shape and guide strategy, and how it influences can
result in strategic drift. The cultural web is therefore a
useful way of considering the cultural context for
change

8. Force field analysis : A forcefield analysis provides an
initial view of change problems that need to be
tackled, by identifying forces for and against change
Pushing
• High quality service
•Ethos of hard work
•Flexibility
•Devolved services
Resisting
•Work load/ overload
•Firefighting
•Departmentalism
•Departmental barons
•Formality of management
•Stories of the good old days
•Blame culture
•deference

9. Change management: Styles and roles
Styles
1. Education
2.Collaboration/participation
3.intervention
4. Direction
5. Coercion /evict

10. Roles in managing change
Change Agent :A change agent is the individual or
group that effects strategic change in an organization
Strategic leadership : Someone at the top sharing
the purpose or vision for the future.

11. Levers for Managing Strategic Change
Structure and control systems
organizational routines
symbolic processes
power and political processes
communicating change
change tactics