Nature of Change
Nature of Change “Organisations are never static, something about them is always changing.” 1. Change is endemic and continuous 2. It doesn’t occur in a vacuum it always effects someone or something 3. Change can be evolutionary or revolutionary 4. It is a critical aspect of effective management 5. The pace of change is increasing Stability is no longer a central management goal
The Nature Of Organisational Change 1. There is no ‘one best way’ to change 2. Change is context-specific – depends on the organisation (internally and externally) 3. It is the people within the organisation who really change (behaviours) 4. Change requires significant investments of managerial time & energy as well as financial investment 5. The process of change can be facilitated if not controlled 6. The success rate for change programmes launched within organisations is poor 7. Many commentators put the failure rate at around 70%
Wembley area., Edinburgh Tram, Heathrow Airport Terminal
Some examples of change projects which didn’t go to plan:
Two schools of thought: 1. Continuous change- organisations transform on an on-going basis to keep pace with the changing environment 2. Change as a process of “punctuataed equilibrium:
1 Keeping Step with the environment 2. Organizational performance likely to decline 3. Step change to match prevailing competitive conditions
Continuous change = organisations operating in highly competitive environments (hi-tech industries with rapid pace of change and technological advances) (Apple)
Punctuated equilibrium = organisations operating in more stable environments
Nevertheless, no organisation can stand still in today’s dynamic competitive environment… Change Drivers:
External-> Pestel (swot) and Porters 5 points
PESTEL for new college durham
Political: New convervative government wants free competing between the colleges and universities so they can set the amount of
The Nature Of Organisational Change 1. There is no ‘one best way’ to change 2. Change is context-specific – depends on the organisation (internally and externally) 3. It is the people within the organisation who really change (behaviours) 4. Change requires significant investments of managerial time & energy as well as financial investment 5. The process of change can be facilitated if not controlled 6. The success rate for change programmes launched within organisations is poor 7. Many commentators put the failure rate at around 70%
Wembley area., Edinburgh Tram, Heathrow Airport Terminal
Some examples of change projects which didn’t go to plan:
Two schools of thought: 1. Continuous change- organisations transform on an on-going basis to keep pace with the changing environment 2. Change as a process of “punctuataed equilibrium:
1 Keeping Step with the environment 2. Organizational performance likely to decline 3. Step change to match prevailing competitive conditions
Continuous change = organisations operating in highly competitive environments (hi-tech industries with rapid pace of change and technological advances) (Apple)
Punctuated equilibrium = organisations operating in more stable environments
Nevertheless, no organisation can stand still in today’s dynamic competitive environment… Change Drivers:
External-> Pestel (swot) and Porters 5 points
PESTEL for new college durham
Political: New convervative government wants free competing between the colleges and universities so they can set the amount of