Personal Reflection on Industry Evolution and Strategic Change

This essay provides a personal reflection on the module 'Industry Evolution and Strategic Change,' covering strategic change in firms, the industry life cycle (emergence, growth, maturity, and decline), and the impact of demand growth and knowledge diffusion. It discusses contention, arrangement, and competitive advantage influenced by technology and demand shifts, as well as organizational adaptation and change, including barriers like organizational routines. The essay concludes with a grasp of strategic change, industry evolution, and the techniques heads can employ to cope with change in organizations. Desklib offers similar resources for students.

Running head: REFLECTIVE WRITING ON INDUSTRY EVOLUTION AND CHANGE
Industry Evolution and Strategic Change
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Industry Evolution and Strategic Change
Change in companies and institutions have become all-pervasive especially in today’s
markets. Being a rapid and nonstop phenomenon, change has taken center stage of the everyday
part of all institutions’ dynamics because of its critical impact. This document is a personal
reflection during the process of learning the module on ‘industry evolution and strategic
change' .as such, this is an individual coverage of my personal experience and perspective
regarding strategic change and industry evolution. Both the constructive and destructive position
of resistance as a critical component of the change process is also documented in the later section
of this research. This analysis is a general industry scoped study on change shaped by politics,
consumer needs, economic growth, technology and a number of other forces. ("Industry Life
Cycle and stages of maturity," 2017)
Having no prior information concerning strategic change, I was a bit worried about what
this industrial revolution and the whole change entails. This notion has however been denounced
on my completion of the class module covering industry advancement and change management
gifting me even superb knowledge on strategic change in firms and the issues involved.
Majorly inclining on the constant change where all competitive businesses are involved,
the executives have an uphill task of ensuring that their organizations are flexible as the changes
in business environment demand. Predicting, understanding and managing change remains the
chief lesson from this module (Arthur and Nicholson, 2017).
Regarding the industry life cycle or mainly the product lifecycle concerning production
birth, development, and declination and ultimately reaching their extinction, which is compared
to industries producing them? There exist two forces of demand growth and creation of diffusion
of knowledge that is behind the life cycle phases of emergence, growth, maturity, and decline.
The demand growth gradually slows down, which is unique in its S-shaped curve having an

Industry Evolution and Strategic Change
introduction stage where sales and consumer penetration are low. Represented by quickened
vendee penetration, growth stage has the mass market due to increased efficiency and technical
improvements. The intensity in the market is the reason for the commencement of maturity stage,
which then is followed, by a decline stage when the firm is taken on by emergent industries.
("Industry Life Cycle and stages of maturity," 2017)
Another force of industry life cycle is knowledge that comes in the form of product
innovation, which gives birth, to an industry during which technology of product grows speedily
although there is no dominant product technology and the competing technologies rival for
attention.
When battling technologies and design industries coincide around dominant designs like
the Underwood Model 5 of 1899 for typewriters and the Ur-Leica camera launched in 1924 in
Germany emerge. Merging of industries around a paramount design, there is the transformation
from basic to incremental product innovation. The digital audio players (MP3 players) first
introduced in 1997 through 1998, then on the emergence of iPod in 2001 enabling the MP3
growth phase that eventually idled during the 2008-2009 season implying entry into its maturity
phase is a good example ("Underwood Model 5," n.d.).
Contention, arrangement, and competitive advantage over the life cycle, which is
influenced by technology and shifts in demand augmentation is another main aspect of change.
The entrant phase of product differentiation that marks a wide range of product models that
represent diversity in designs and technologies and missing agreement regarding customer needs.
Intersection around a leading design is followed by production at the stage of maturity excepting
for new products or new styles for differentiation (Ciambrone, 2018).

Industry Evolution and Strategic Change
Another aspect is the industry structure of a company’s demographics, where the tally of
the firms changes a great deal over the stages of the industries. The organizational ecology
pioneered by john freeman, Hannan, and Carroll Glen studied the process of formulation on the
population of industries which greatly dictate the entry and exit ("Hannan & Freeman -
Organizational Ecology," n.d.).
Hannan and Carroll stated that during the new stages of an industry’s inception, there is a
rapid in the number of its firms. The number of industries will also start falling at the
commencement of maturity and the creation of niche positions due to the introduction of new
phasing, as mass marketing becomes the concentration of the top businesses. There is also
moving into international trades and other locations caused by changes in demands reduced
dependence on classical knowledge supported by the affluent customers and presence of
scientific and technical resources as well as the intensity and nature of competition (Bogaert,
Boone and Negro, 2016).
Organizational adaptation and change which take their current form despite barriers like
organizational routines, civil and societal structures, limited search, management system
complementariness and conformities. The firms adapt to transformations over the business
phases and technology as an architectural innovation.
As Clay (2012) argues, disruptive technologies which mostly turn out to be discouraging
in that it houses various performance attributes which were not the case with the existing system
and they don’t correlate. On the other hand constructive technologies, fittingly match the
organization’s performances and systems put in place by the executives.

Industry Evolution and Strategic Change
After concluding this lesson, I grasped good knowledge concerning strategic change and
industry evolution and the ensuing implications. In my view, it is only some specific techniques
and tools that can be employed by the heads to cope with change in organizations; nevertheless,
in situations where new capabilities are risky and sluggish, there is a big uncertainty in business
to undergo a successful radical change.

Industry Evolution and Strategic Change
References
Abbott, K. W., Green, J. F., & Keohane, R. O. (2016). Organizational ecology and institutional
change in global governance. International Organization, 70(2), 247-277.
Arthur, R., Nicholson, A., Sibani, P., & Christensen, M. (2017). The tangled nature model for
organizational ecology. Computational and Mathematical Organization Theory, 23(1), 1-31.
Bogaert, S., Boone, C., Negro, G., & van Witteloostuijn, A. (2016). Organizational form
emergence: A meta-analysis of the ecological theory of legitimation. Journal of
Management, 42(5), 1344-1373.
Clay, C. (2012, October 23). Disruptive Innovation. Retrieved from
http://www.claytonchristensen.com/key-concepts/
Ciambrone, D. F. (2018). Environmental life cycle analysis. CRC Press.
Hannan & Freeman - Organizational Ecology. (n.d.). Retrieved from
http://faculty.babson.edu/krollag/org_site/org_theory/Scott_articles/han_free_orgec.html
Industry Life Cycle and stages of maturity. (2017). Retrieved from http://www.simply-strategic-
planning.com/industry-life-cycle.html
Stock, T., & Seliger, G. (2016). Opportunities of sustainable manufacturing in industry
4.0. Procedia Cirp, 40, 536-541.

Industry Evolution and Strategic Change
Underwood Model 5. (n.d.). Retrieved from
http://americanhistory.si.edu/collections/search/object/nmah_998196