Shared Direction Strategy and Changing

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Week 4: Shared Direction, Strategy, and Changing the Organization

Introduction

Do you think mastering technology, being innovative, or possessing high qualifications will automatically make you a leader? It will definitely help you acquire a leadership position in an organization, but it may not necessarily make you asuccessful leader. To be successful, you need to be aware of the strategic issues of the organization. You also need to know what should be changed for the improvement of the organization.

This week, you will learn about the forces driving organizational change and the roles and responsibilities of leaders or managers of organizational change. You will also learn about the various elements of the strategic process of an organization and the flaws in this process.

Learning Outcomes

By the end of this week, you will be able to:

  • Analyze the various roles and responsibilities of leaders and managers in organizational change
  • Identify the forces driving organizational change

Learning Resources

Please read and review this week’s Learning Resources before you complete the Discussion.

Reading

  • Course Text: Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change
    • Chapter 7, “Waging the Great Campaign: Developing a Shared Direction”

      Chapter 7 explores three important avenues open to managers in the development of a shared direction in an organization. These avenues are reshaping the executive team, creating the agenda for change, and building support. The chapter explains how each of these avenues helps employees participate in the organizational change process.

      Focus on the three avenues that help managers develop a shared direction in an organization.

    • Chapter 8, “Building a New Strategy: The Strategic Choice Process”

      The implementation of the change process has four components. Chapter 8 focuses on one of these four components—the strategic choice process—and explains various elements of the process, such as intentions and concrete action. The chapter also describes the flaws in the strategic process, such as inadequate participation, unclear assumptions, and one-off decision making.

      Focus on the strategic choice process undertaken by Xerox that helped the company to build a blueprint for its future.

  • Course Text: The Deep Change Field Guide: A Personal Course to Discovering the Leader Within
    • Chapter 4, “Personal Change and Positive Organizing”
    • Chapter 5, “The Fundamental State of Leadership”
  • Case Study:Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization. In T. D. Jick & M. A. Peiperl (Eds.), Managing change: Cases and concepts (2nd ed., pp. 268–280). Boston: McGraw-Hill/Irwin.

Welcome to the Week 4 Group Case Study Project Area!

Post your responses to the Group Case Study Project based on the course requirements.

You will need to read the following case in order to participate in the discussion this week:

Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization

. In T. D. Jick & M. A. Peiperl (Eds.),
Managing change: Cases and concepts (2nd ed., pp. 268 – 280). Boston: Irwin/McGraw Hill.

ISBN 0-25-626458-9.

Group Case Study Project – Week 4

COLLAPSE

Suppose you want to bring about a change in your organization. Do you really know how to go about making that change? You may use some type of strategy to convey the change process. You may also focus on the impact of the change and how it will benefit the organization. However, some employees might resist this change, so you need to have a backup plan to convince these employees.

Read the following case:

Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization. In T. D. Jick & M. A. Peiperl (Eds.), Managing change: Cases and concepts (2nd ed., pp. 268 – 280). Boston: Irwin/McGraw Hill.
ISBN 0-25-626458-9.

For this Group Case Study Project, you will be assigned to a team of 3 – 5 members. Group work should be conducted within each group’s designated Group Discussion area.

In your initial posting, please address the following as a group:

  • Read and discuss the case.
  • Analyze the change effort using Nadler’s integrated change agenda – values, governance, operating environment, operational performance, organization, strategy, and purpose.
  • Include any other important components you believe should be part of a complete case analysis.
  • Make a team recommendation on how Lars Kolind should proceed, given the resistance he is facing.

With these thoughts in mind:

 
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