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Implementing Strategy: Change Agenda and Starting Conditions

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Implementing Strategy: Change Agenda and Starting Conditions

Implementing Strategic Change

* Managers face many challenge and choices, a common obstacle being that the people in the organization may not be ready * Start the change program by looking for small changes that will have a positive impact * To demonstrate that changing the norm may be beneficial * However, it may be in your best interests to tackle the big, more difficult issues immediately * Questions needed to be asked: * Who should lead the change process? * How should it be led? * What management style should be used?

Change Agenda

* A first step in developing a change plan, collect the change needs identified in your Diamond-E analysis to prepare a change agenda * Take the needs that have emerged from your analysis and separate those that will require behavioral change and also list the changes that will bring about those behavioral changes

* Behavioral changes are the most difficult to achieve and this difficulty is underestimated

Analysis of Starting Conditions

* First of the three categories of starting conditions is the urgency for action, organizational readiness, and personal readiness * Urgency for Action: The Crisis Curve * Pressure to implement the changed that you have in mind * The crisis curve identifies three categories of urgency ranging from the relatively low pressure of anticipatory change to the absolutely immediate demands of crisis change

* To implement strategic changes of the future, would be an act of anticipatory change * Management reacting to current environmental pressures of deteriorating performance is reactive change * When the business falls down this slop and progresses to the point of improbable recovery, this is an act of crisis change * Understanding…...

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