Managing change : enquiry and action

397 Pages·2017·10.438 MB·English

by  Nic Beech, Robert MacIntosh, Ann Dadich, Selvi Kannan, Paul Krust

Managing Change
ENQUIRYANDACTION
Australasian Edition
ManagingChange:EnquiryandAction AustralasianEditionoffers afreshperspective
ofchangetheory,withcontemporaryexamplesprovidingstudentswiththetoolsthey
needtonavigatethecomplexitiesofchangewithinorganisations.Thebookfeatures
notionsofinnovation,disruptionandagilelearningthatarenecessaryinanintensi-
fiedbusinessworld.
Using an enquiry–action framework, the text is separated into three main parts –
diagnosing, enacting and explaining – to combine theory with the practical tools
needed to understand and manage change. Cases reinforce student understanding
and focus on actions and outcomes whilst a selection of 15 extended cases bring
differentconceptstogether.
Written by leading professionals, Managing Change is an essential resource for
studentslookingtodevelopastrongskillsbasethatcanbeemployedinpractice.
NicBeechistheVicePrincipal,AcademicPlanningandPerformanceattheUniversityof
DundeeandChairoftheBritishAcademyofManagement.
RobertMacIntoshisHeadoftheSchoolofManagementandLanguagesatHeriot-Watt
University.
PaulKrustisDirectorofQualityatExcelsiaCollege.
SelviKannanisaLecturerintheCollegeofBusinessatVictoriaUniversity.
AnnDadichisaSeniorLecturerintheSchoolofBusinessatWesternSydneyUniversity.

Managing Change
ENQUIRY AND ACTION
Australasian Edition
NIC BEECH
ROBERT MACINTOSH
PAUL KRUST
SELVI KANNAN
ANN DADICH
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Contents
Listoffigures pagevii
Listoftables ix
Listofcases x
Acknowledgements xi
PartA: Foundations 1
1. Practisingchangemanagement 3
2. Changeapproach:conceptsandframework 12
3. Innovation 29
PartB: Diagnosing 41
4. Understandingthechangecontext:internalandexternalfactors 43
5. Clarityandambiguity 68
6. Engagementandvitality 78
7. Stakeholderpositioninganddynamics 86
8. Culture,habitsandunlearning 98
PartC: EnactingChange 115
9. Choosing/adoptinganapproachtochange 117
10. Changingstructure 148
11. Identityandchange 163
12. Choosingcustomersandcompetitors 175
13. Changingprocesses 195
14. Aligningpeopleandactivities 204
15. Learninganddeveloping 217
16. Conversationsandstories 233
PartD: Explaining 251
17. Developingandinterpretingevidence 253
18. Theenquiry–actionframeworkinpractice 266
PartE: ExtendedCases 281
Twostart-ups:NetflixandLush 283
v
CONTENTS
Greenheck 287
Isuzu:Thesolutiontoharmoniousengagementbetweenengineeringandsales 291
Kodak 296
SmileSolutions 300
Nokia 308
Sanitarium 316
ConsultBiz/ServiceCo 321
Zappos 328
ABB 335
AustralianRedCross 344
PowerProvisionLtd 353
LezhangTechnology:Leadingdisruptivechange 358
Alawyer’sstory:Respondingtochangethroughinnovation 363
CityofMayfair 367
Index 375
vi
Figures
1.1 Theenquiry–actionframework page7
2.1 VandeVenandPoole’sframeworkofchange 14
2.2 Burnes’sframeworkofchange 18
3.1 Acausalmodeloforganisationalperformanceandchange 34
3.2 Keyorganisationalcomponents 34
4.1 Strategyimplementationframework 56
4.2 DifferentviewpointsontheMcKinsey7S 59
4.3 7S-e:thefullsetof497Ssharedcombinations 60
5.1 Theproblem-framingcycle 72
5.2 ClosedproblemframingusingWXYZ 73
7.1 Basicstakeholdermap 89
7.2 Initialanalysis 92
7.3 Actionsbyseniormanagerstoencouragestakeholder
movement 93
7.4 Targetstakeholdermapforachangeinmarketingstrategy 94
8.1 Diagnosingculturalaspectsofchange 106
8.2 Sharedvalues(culture)atthecentralreferencepointofthe7S
framework 108
8.3 Single-loopanddouble-looplearning 109
9.1 Fourgenericposturesinrelationtoapproachestochange 135
10.1 Levelofdiversity 151
10.2 Questionsofhowtostructurepromptedbydifferent
environments 152
11.1 Amodelofidentitywork 168
12.1 TheadaptedAnsoffmatrix 179
12.2 TheGE–McKinseymatrix 186
12.3 TheGE–McKinseymatrix:decisionimplications 188
12.4 Stepsinstrategicgroupanalysis 189
12.5 StrategicgroupanalysisfortheAccountingandAdvisoryServices
IndustryinAustralia 189
13.1 Asimpleprocessmap 197
13.2 Processmappingusingstructuredtechniques 198
13.3 Changingprocesses 200
15.1 Learningfortechniqueandinsight 220
17.1 CustomerreactionstoTrainingCo.’snewmaterial 258
18.1 Theprocess/contentbalanceinchangemanagementpractices 273
18.2 Theenquiry–actionframework 274
18.3 Theexpandedenquiry–actionframework 275
vii
FIGURES
Extended Cases
Greenheck
Figure1Greenheck’sinnovationframework page290
Isuzu
Figure1DIASataglance 295
Figure2DIASinterrelationswithothersystems 295
SmileSolutions
Figure1Registereddentalservicetypes–generalandspecialist 302
Zappos
Figure1Holacracy™framework 331
ABB
Figure1ABB’ssharepricevsStandardandPoor’s500Index 341
viii
Tables
4.1 Stakeholderdiagram:externalandinternal page55
4.2 7S-d:interdependenciesofthe7Selements(7Sor7S+21S-S) 60
4.3 Frameworksoforganisationalcontext 61
4.4 Positiveandnegativeexpectationsofcontextualanalysis 63
9.1 GoogleandGoogleScholarsearchresults,October2016 124
9.2 SearchenginehitsforPopularBusinessSystems 128
12.1 Examplesofroundsofsubstitutions 184
12.2 Impactofincreasingrivalryonrevenuesandcosts 185
12.3 Exampleoffactorratinganalysisofattractiveness 187
16.1 SummaryanalysisofNSCFinance 244
17.1 Classifyingevidence 256
17.2 Diagnosticmodels 261
Extended Cases
Zappos
Table1KeydifferencesbetweentraditionalcompaniesandHolacracy™ page330
ABB
Table1ABB’sfinancialperformance,1988–2015 337
CityofMayfair
Table1CityofMayfair:participants’responsestoQ.1 369
Table2CityofMayfair:participants’responsestoQ.2 370
Table3CityofMayfair:participants’responsestoQ.3 371
Table4CityofMayfair:participants’responsestoQ.4 371
Table5CityofMayfair:participants’responsestoQ.5 372
Table6CityofMayfair:participants’responsestoQ.6 373
Table7CityofMayfair:participants’responsestoQ.7 374
ix