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Dynamics of Change

PART VII. 

 

The winners understand the strategic importance of corporate culture and its impact on implementing management initiatives.

Culture is always an issue when a strategic decision requires a major shift in the way management and/or employees operate. The most strategic decisions are likely to require a significant realignment of the culture when the changes caused by those decisions are implemented. Typical examples of when change can be a "triggering" event for culture to surface as an important factor are:

• A restructuring of the company in order to achieve or maintain a competitive advantage.

• The reengineering of a major business process.

• The blending of two or more previously separate cultures as a result of a merger or acquisition.

• The adoption of new technologies.

• Implementation of new management methods designed to increase productivity.

• A drop in efficiency or effectiveness due to a lack of synergy among subunits within an organization.

• Adjusting to changes in senior-level personnel.

Major change is always costly, but when maintaining the status quo is even more expensive, a strategic imperative for change has been created. The process of managing change is not focused on what to change, but how change decisions can be implemented successfully. Successful organizations achieve their change objec­tives (human and technical) on time and within budget. Unsuc­cessful organizations either never accomplish what they plan or do so only after consuming a great deal more time and money than they anticipated. This paper introduced an abbreviated review of the ten best practices associated with change manage­ment. The reader will recognize the multitude of variables that can be relevant to any change effort and begin to assess the matrix relationship between these interdependent variables


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