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MBA 625 Strategy in Action: Implementing Strategic Turnaround

The document summarizes a lecture on implementing strategic turnarounds. It discusses factors that influence organizational responsiveness to environmental changes, types of organizational learning, and how culture can hinder or enable major strategic changes. Specifically, it outlines how organizational culture mediates the relationship between a company's current and desired state. It provides six principles and eight practices for successfully changing organizational culture to support strategic changes.

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Shruti Sankar
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79 views5 pages

MBA 625 Strategy in Action: Implementing Strategic Turnaround

The document summarizes a lecture on implementing strategic turnarounds. It discusses factors that influence organizational responsiveness to environmental changes, types of organizational learning, and how culture can hinder or enable major strategic changes. Specifically, it outlines how organizational culture mediates the relationship between a company's current and desired state. It provides six principles and eight practices for successfully changing organizational culture to support strategic changes.

Uploaded by

Shruti Sankar
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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01/07/2013

MBA 625 Strategy in Action


Dickson Jay Department of Management

Lecture 2 Strategic Turnaround

Implementing Strategic Turnaround


Review and explore factors that inhibit

managerial responsiveness to changes in industry environments Assess different types of organizational learning and its relationship to strategy formulation and implementation Identify factors that influence the rate and extent of organizational learning

01/07/2013

Disequilibrium and Strategic Change Management


What external factors influence change? 1. Industry Alignment
a)

b)

Stay aligned with changes in competitive environments Respond quickly to external factors Proactively anticipate changes in external environment (e.g. demographics, technologies, etc.) Play key roles in recreating their industries

2. Industry Leadership
a)

b)

Managers Role
Ensure alignment between changes in the

industry and the need for changes in the firm. Anticipate problems and take action

Does organization culture and structure encourage action?

01/07/2013

Managerial Thinking and Environmental Change

Strategic Change and the Role of Culture (Rolando)


How does Organizational Culture hinder the

implementation of major strategic changes? Who is/are responsible for culture changes? How can they be successful in changing Organizational Culture?

01/07/2013

The Role of Culture in Change


Current organizational state

Shared beliefs and values that provide meaning to and influence daily life.

Organizational Culture

Organizational culture mediates the relationship.

Desired organizational state


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Six Principles
Scope
Which cultural behaviours need to change?

Leadership
Do leaders know WHY the change is taking place, do they support it, can they explain it?

Levers
How does the work need to change? Which behaviours need to reinforced (or dropped)?

Inclusion
How will everyone be involved? Specifically?

Management
What are the objectives, tasks, responsibilities, how will they be managed?

Integration
How will it be managed as an initiative but ALSO be integrated into everyday life? 8

01/07/2013

Eight Practices
Oversight: How do you balance the effort with the notion of integration? Definition of culture: To what level of the work do you go? Culture gap: How do you assess the current culture? Leadership: What do you do with a leader who doesnt walk the talk Levers: How can you use them for integration purposes? Grassroots efforts: Can you ensure their alignment with the change? Integration with strategy: Why is this important? Assessment: When are you done?
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