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• assess the role and importance of change management in the strategy…

- - - - Why is change hard? [p450]
        
        Inhibited by organisation's complexity
        
        Inhibited by the changing environment
        
        Lack of technology integration
        
        Lack of implementation capability
        CTEC
        
        change is hard diagram!!!!!!!!!!!!!!!
        
        5 stage of grief (Kűbler-Ross 1969) DABDA
        
        Denial
        
        Anger
        
        Bargaining
        
        Depression
        
        Acceptance (exploration and commitment)
        
        These stages can be portrayed as deterioration in attitude up to stage 4: depression before a recovery towards acceptance and commitment to change occurs.
        
        Negative Implications for productivity
        
        Individuals move through the curve at different speeds and sequences, and some stay in particular stages longer than others. While employees are working through these stages, they are likely to be less engaged in their work, which may lead to increases in errors, reduced productivity and low morale.
        
        In addition to employees’ response to change, Hrebiniak (2006) also identified a range of obstacles to effective strategy implementation.
        Poor communication and a lack of commitment were major impediments, and
        the biggest obstacle was the inability to manage change effectively, often associated with the challenge of overcoming resistance to change.
        A poor or vague strategy was also cited as a problem, contrasted with a comprehensive and clear strategy that sets out what products and services are to be offered, who the customer will be, and how the organisation will operate.
        This supports the research undertaken by Kotter which formed the basis of his eight-step process.
      - What are the challenges of implementing strategy?
        
        Having a plan simply for plans sake
        
        Not understanding the environment or focusing on results
        
        Partial commitment
        
        Not having the right people involved
        
        Writing the plan and putting it on the shelf
        
        Unwillingness or inability to change
        
        Having the wrong people in leadership positions
        
        Ignoring marketplace reality, facts and assumptions
        
        No accountability or follow through
        
        Unrealistic goals or lack of focus and resources
        
        Too much focus on analysis and formulation and not enough in the ways in which resources
        are allocated and operational decisions are made.
        
        Strong resistance from the organisation and individual level
        
        Too political
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      - Strategic initiatives, programs and projects are the most common vehicles for change, assisting the organisation to move from its current state to its desired future position. These programs and projects may last for several years, working through phases of change to achieve the strategic goals.
        
        Organisational change activities occur in parallel to, and are integrated with, the broader activities of the project, program or initiative. These change activities cannot be performed independently or in isolation—coordination is critical for success.
      - Key components of change management
        
        change strategy diagram!!!!!!!!!!!!!!!!!!!!!!!
        
        Communication
        Communication is the ongoing exchange of information that helps everyone in the organisation understand the change and prepare themselves for the new ‘to-be’ strategic model. To be effective, communication should be proactively planned.
        A communications strategy is essential for developing the communications infrastructure that will support communications throughout a change initiative.
        
        Components of the communication plan
        
        Communication goals;
        
        Communication audiences;
        
        Key messages;
        
        Communication methods and tactical communication planning; and
        
        Communication measurement and evaluation
        
        Communication channels and vehicles to use
        CAKEGM
        
        Communication issue:
        
        Lack of buy-in
        
        Strategic plans are usually devised by senior managers who often do not seek input from line managers and employees who have important roles in executing the strategic plan
        a. Plan will not be well understood or gain the commitment necessary
      - Impact of change on an organisation
        The purpose of proactively managing a change is to minimise the productivity dip that occurs at the point of implementation. For the strategic plan to be successful, an organisation must mitigate this productivity dip as much as possible.
        
        Once a change initiative has been implemented, the effort focuses on monitoring the change. This is an important phase because it includes benefits-realisation tracking that determines whether the initiative has been successful. The results then feed into the performance management activities and plans undertaken by the organisation.
        
        The final aspect to consider during monitoring is the sustainability of the change. There is little point in an organisation embarking on change if it cannot be sustained after the initial effort. Implementing strategy is all about long-term change and, to achieve this, changes must be sustainable over time.
        
        A structured approach to managing change will help to ensure a successful outcome, with the end vision achieved.
        
        Has a compelling case been clearly articulated? If this element is missing, there may be inertia. If it is not clear why change is required, people will move slowly or make little effort to change.
        • Is there a clear vision? If this element is missing, there may be confusion about the change. People will be unsure about the merits of the change if it is not clear what is changing.
        • Is there a well-defined strategy? If this element is missing, there may be diffusion of effort. Without a clear road-map for achieving the vision, people will focus on tasks that may not deliver on the desired end state.
        • Are there adequate resources? If this element is missing, there may be frustration because people will be discouraged if there is not the budget or means to achieve the vision.
        • Is there the organisational/physical capability? If this element is missing, there may be fatigue because the organisation does not have the necessary skills to lead the change.
        • Is there sufficient motivation? If this element is missing, there may be crawl. If people are not enthusiastic about the change, they will move slowly and change will take longer than anticipated.
        • Are there robust communication mechanisms? If this element is missing, there may be doubt. Without adequate communication about the change and its progress, people will be uncertain about the likelihood of success. CiVcSdRfCfMcMcd
        
        Kotter’s eight-step process for change
        
        Kotter’s change model is an action plan for organisations wishing to embark on a large organisational change which emphasises the need of management to make change happen and identifies eight steps that every organisation must go through to achieve its goal.
        
        Kotter’s 8 process to address the success factors
        
        Establishing a sense of urgency. (Compelling case  to avoid inertia)
        
        Forming a powerful guiding coalition.
        a. This does not necessarily mean a group of managers, but could be people at all levels who can motivate others towards the new ‘to be’ state and support the need for change in the organisation.
        
        Creating a vision. (to avoid  Confusion)
        
        Communicating the vision to all level. (Communication mechanism  to avoid doubt)
        
        Empowering others to act, and eliminating obstacles. (Building capacities  to avoid frustration)
        
        Planning for and creating short-term wins.(Motivation  to avoid crawl)
        
        Consolidating improvements and producing still more change.
        
        Institutionalising new approaches.(Sustainability of the change  to avoid change benefit not staying)
        UCVCESCI
      - requirements of successful change!!!!!!!!!!!!!