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Forces for change: Internal and external
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Structure and leadership

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E-commerce

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M&A

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Virtual organisations

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Government

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Strategic refocus

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Ethics and social values

Strategic Change – The pro-active management of change in organisations to
achieve clearly identified strategic objectives
...
emergent (constantly seeking change)
When organisation is facing a crisis or need for rapid change
Adaptation – most common type of change (incremental/realignment)
Reconstruction – rapid change in the strategy but no culture change (big
bang/realignment)
Revolution – Both quick strategic and cultural change (big bang/transformation)
Evolution – Most difficult type of change, slow strategic and cultural change
(incremental/transformation)
Strategic change programmes (Kaleidoscope)
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Power: what power does the change leader have to impose change?

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Diversity: how homogeneous are the staff groups within the organisation?

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Capability: what is the managerial and personal capability to implement
change?

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Capacity: what is the degree of change resource available?

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Readiness: how ready for change is the workforce?

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Time: how quickly is change needed?

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Scope: how much change is required?

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Preservation: what organisational resources and characteristics need to be
maintained?

Prescriptive Approach
Kanter’s three-stage approach
Three Forms:
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Changing identity of the organisation

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Co-ordination and transition issue as an organisation moves through its life
cycle

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Controlling the political aspects of the organisation

Three categories of people:
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Change strategists

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Change implementers

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Change recipients

Lewin’s three-step change model
1
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Moving to a new level, a search for the correct solution
3

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