Managing strategic change and implementation2 Introduction Most organizations in the current business society make tactical changes and apply advanced procedures and plans in their operation. Some of these adjustments occur from the enduring trends of administration. These ongoing management trends comprise of organizational cultural adjustment, authorization, engineering in the method of doing business, and the total of excellence. On another frontage of tactical change, various plans are compelled by the requirement of various organizations to create their operations to be more sustainable in strong competitive conditions. Additionally, strategic changes in most business operations consist of structure, strategy, frameworks, processes, as well as organizational culture. The tough part of such changes is the idea of bringing about changes in the manner the individual activities within the operations of an organization. Therefore, the primary focus of this research article is to discuss different aspects that relate to managing strategic change and implementation in most business operations Contemporary issue The era of technological advancement and rapid globalization has resulted in a constantly shifting business setting. The use of the internet alongside social media platforms have revolutionized the manner business operators are managing their operations (Knoer 2011). Various organizations are presently expanding their business operations in different geographic regions. For attaining this global growth, they need implementing several organizational together with functional changes, and therefore they need efficient management of change in operations. Accordingly, various researchers have reported that there has been broad consensus that
Managing strategic change and implementation3 increasing environmental uncertainty and instability have a huge impact on decisions for management of strategic changes implementations. In present’s fast-stride, active business settings, definitely the only stable experts can depend on is a variation in strategies of operations. Therefore, there is the need for every organization to nimble and be ready to make decisions faster, and these that can do this will generally face several changes in short duration (Stetler, McQueen, Demakis, and Mittman 2018).. Management of such strategic changes and their implementation can be organization- wide or team-based, and it might stem from different factors. These factors can range from technological advancement to internal operating needs to finances to politics. Therefore, the ideal process of management of strategic change and implementation provides appropriate direction and purpose for all other activities that deal with change management (Agarwal and Ansell 2016).Project team partners are always capable of becoming successful through the process of outlining the exclusive traits of the changes and its potential resistance in operations. In most cases, strategic changes are grouped by extent together with the frequency of its requirements. Theory of managing strategic change and implementation The instances of regulatory, advancement in technology, and political operations that confront most organizations have made radical organizational shift leading to being the central issue among surveyors. There exist two models of strategic change used by most organizations. These models help organizations to establish their efforts that fall under the strategic planning model (Herrmann and Nadkarni 2013). These models that are used by most companies to manage their strategic alongside implementation comprise of Alignment model as well as Scenario planning model. These theories ensure that change in operations of individuals or
Managing strategic change and implementation4 organizations are necessary to help them to continue thriving and to meet and exceed their competitors. Alignment model It is the type of model that ensures the firm alignment among the mission of an organization along with its resources to ensure that it efficiently operates. The model of Alignment remains as one of the useful for corporations that require fine-tuning different operational strategies or attaining why they are not effectively attaining their goals. The model assists the organization in outlining their plans, resources, and needed support to remain competitive in a business setting (Pournasir 2013). Besides, the model helps an organization to understand operations that are working well and what they need to adjust. It also shows organizations to identify how various adjustments need to be done. Scenario planning model In a scenario planning model of managing strategic change an implementation, it can be utilized in conjunction with different models. The operations of this model with other models help in ensuring that planners truly undertake strategic thinking. The model in most cases is useful especially in the process of identification of strategic goals and issues of an organization (Amedzro St-Hilaire 2016). The model also comes with the choice of various external forces along with imagining the related shifts that might affect operations of an organization. The model is useful in reviewing the worst case scenario that always provokes firm motivation to change the operations of various organizations. Key aspects that is complex, coherent, and detailed
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Managing strategic change and implementation5 There is a need to change in strategies used by an organization. However, various factors indicate the need for change. Some of these factors that lead to the necessary requirement for adjustment can be changed in client’s flavor towards particular produce. The other factor can be the strong position of a competitor in the market that becomes the point of indicating demand for the need for strategic change in operations (Speculand 2014). It is not just the basic factors that lead to the need for strategic change and implementation. However, some economic aspects that comprise of the rate of inflation, changes in growth of GDP, and changes in rate of interest also impact the well stance of the association in marketplace. Moreover, limitations in the budget, changes in laws, technological advancements, mergers alongside acquisitions, and restructuring operations are other useful aspects that contribute to the need for the change within operations of the organization. Managing such strategic change and implementation is useful in operations of people and organizations (Aldehayyat and Anchor 2013). It enhances the experience of different customers. Additionally, management of strategic change and implementation can help in boosting the weak position of an organization in the market. Such operations can be meeting when the company makes some job cuts and reshuffling some individuals in departments. The process can be vital for operations of individuals as it can help an organization to win the heart of customers (Parry, De Bock, and White 2015). By winning such hearts, organizations can be able to make entry into different types of business operations. Change model for implementing in the management of strategies Various change models can be useful to help in the implementation of strategies of operations. These models consist of education assessment, leading the change, human capital as liabilities and assets, overall consistency, together with liking both strategic and operational
Managing strategic change and implementation6 changes (Arshi 2012). The need to have an environmental assessment plan is an essential aspect in the management of strategic change in an organization. The idea helps the organization to focus on the need for delineating some systems for monitoring both external and internal factors. The idea is useful as the monitored factors might possess a negative or positive impact on its overall business operations and other operational events (Onsarigo Miencha, Paul, and Selvam 2017). Additionally, the focus on human capital as assets and liabilities is useful in the management of strategic change. The idea allows the organization to create the strategy that concerns the workers so that they sense their usefulness and assessment in the business. The recognition of such human resources to be valuable assets in operations makes them focus on supporting every activity of the corporation. Leading the change during management of strategic change and implementation allow an organization to set the agenda pertaining the mission, guidelines, values, with missions of the transformation. Furthermore, these guidelines together with standards need to be tolerable by every worker to have a say to the adjustments (Loonam, Kumar, Mitra, and Abd Razak2018). Additionally, general reliability helps in setting the plan for tactical change and implementation. It makes the set up for such operations to be steady and serve a viable benefit to the corporation (Greener and Hughes 2016). The need to link both strategic and operational changes during the management process can help in improving how the organization works. Such step of linking strategic changes and implementation with routine works of workers helps the workers to accept such changes imposed to their operations easily. Key steps for managing strategic change and implementation
Managing strategic change and implementation7 Every organization in modern days is constantly experiencing a change in operations. These changes are either caused by new technology implementation, updates of operational processes, compliance initiatives, reorganization, or service improvement among customers. All these sift in operations make the change to be constant and necessary for the growth of operations (Beynon-Davies, Jones, and White 2016). A consistent process of managing strategic change and implementation can be vital in minimizing the impact that change in operations has on the wellbeing of workers and operations of the organization. Some of the significant steps for ensuring effective management of strategic change and implementation comprise of identification of what needs to be improved, presentation of a solid business case to stakeholders, planning for change, and communication. Other steps comprised of the provision of resources and used data essential for evaluation, celebrating success, monitoring and managing resistance, budgeting risks, and dependencies, alongside reviewing, revising, and continuously improving projects. Besides, the step of removing barriers is vital in the management of strategic change and implementation as in some cases workers do counter barriers when implementing the changes in their operations (Pournasir 2013). Identification of what needs to be improved during the management process is critical to recognize the concentrate and to explain goals. The process entails the recognition of resources and persons who can be effective in facilitating management process and lead the endeavor. Conversely, the need to have a plan for managing strategic change and implementation provides the roadmap to follow (Loonam, Kumar, Mitra, and Abd Razak 2018). It provides the roadmap that identifies the process, the route to follow, and destination to reach. Conclusion
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Managing strategic change and implementation8 From this presentation, it is evident that a major key factor for the survival of an organization is the focus on effective approaches to managing strategic changes and implementations in their operations. The process of managing strategic change and implementation is also reliant on the type of organization in a business setting. Different organizations might require approaching strategic change and implementation differently, and the types of change management approach adopted need to be consistent with targets of the organization together with its situation in the market. Therefore, according to the above presentations, business operators that efficiently manage strategic changes and implementation initiatives survive more and gain a competitive edge over rivals. The idea of aligning with technological advancements and other business setting changes is not enough. The effective organizational change also comprises of the idea of ensuring the human resource capability to work completely in a new change of working culture.
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Managing strategic change and implementation10 Loonam, J., Kumar, V., Mitra, A. and Abd Razak, A. (2018). Critical success factors for the implementation of enterprise systems: A literature review.Strategic Change, 27(3), pp.185-194. Onsarigo Miencha, I., Paul, J. and Selvam, M. (2017). Technical Efficiency for Strategic Change and Global Competitiveness.Strategic Change, 26(1), pp.53-67. Parry, G., De Bock, R. and White, G. (2015). Global Information System Implementation: A Study of Strategic and Cultural Challenges and Enablers in a DMNC.Strategic Change, 24(5), pp.447-462. Pournasir, S. (2013). Key Success Factors of Strategic Managemnt Implementation in SMES in Iran.JOURNAL OF INTERNATIONAL STUDIES, 6(2), pp.65-78. Speculand, R. (2014). Bridging the strategy implementation skills gap.Strategic Direction, 30(1), pp.29-30. Stetler, C., McQueen, L., Demakis, J. and Mittman, B. (2018). An organizational framework and strategic implementation for system-level change to enhance research-based practice: QUERI Series.Implementation Science, 3(1).