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