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Imp (Obstacles to implementation (lack of definition, low status accorded…

- - - - analytical and planned approaches to change can be useful as frameworks for thinking about change and its potential consequences, but planning alone will not address in-depth problems underpinning the process of change
    - - Fundamental shifts in strategic direction that require drastic
        readjustments in organisation and strategy are relatively rare.
      - series of decisions, compromises and adjustments subject
        to both managerial, political and cultural influences
      - tend to reproduce the dominant strategy discourses through their decision making
    - - convergent change over extended periods of relative stability
      - revolutionary change
      - changes to the competitive environment occur less frequently.
- - - - launched new businesses to generate revenue streams outside of what he describes as ‘stagnating core businesses’
    - - Raisch argued that parallel structures concerned leveraging products into new markets
    - - Recentralisation happened when organisations experienced declining profits during market downturns
      - Decentralisation was felt to be structurally appropriate when organisations believed they lagged behind their competitors in markets that were experiencing an upswing in demand
  - - - view emerges that organisational forms increasingly resemble each other NESTLE