Changing a mature business
MODULE 1 SCOPING 3
Scoping – 1 the organizational environment 3
Scoping – 2 Influence of the environment on organizational change 5
Scoping – 3 why organizations react – or not? 7
Scoping – 4 analyzing pressures for change 11
Readings 13
MODULE 2: ENVISIONING 14
2.1 Types of change 14
2.2 Change models 17
2.3 Change visions 21
Readings 24
Live session quiz module 2 24
Live session module 2 theory 25
MODULE 3 DIAGNOSING 29
3.1 Images of Change 29
3.2 implementation choices 31
3.3 Context-sensitive change 34
Readings and podcasts 36
Diagnosing live session 36
Live session theory 38
MODULE 4 MOBILIZING 39
4.1 Responses to change 39
4.2 Reduce 40
4.3 Change interventions 43
Readings and podcasts 45
Mobilizing live session 46
1
,Quiz 46
MODULE 5 INSTITUTIONALIZING 48
5.1 Sustaining change 48
5.2 Change outcomes and failure 50
5.3 Ambidexterity 51
Readings 52
MODULE 6 VALUING 53
6.1 Valuing: What are values? 53
6.2 Valuing: What are organizational values? 54
6.3 Valuing: How do values relate to organizational change? 55
2
, Module 1 Scoping
Scoping – 1 the organizational environment
Scoping means understanding how organizations look outside themselves at their
environment, stakeholders, the things around them and determine their need for
change.
So, the idea is that the concept of scoping and thus module 1 are going to provide a
bird’s eye view on change. We are trying to understand in this module:
- What are we explaining? Why organizations change – or not (what are the
motivations that drive change)
- How are we explaining it? Look at external pressures + internal processing of
these
- Why are we starting with this? Essential meta skill in any future roles (IMHO)
- Macro-level of analysis: organizations and their broader environments
Pictures of the organizational environment
Environments here means anything that is
outside of the boundary of the focal
organization. On the most basic level, the
environment is simply the distinction
between inside an organization and
outside. The environment is just
everything that is outside. An organization
is receiving some input from its
environment. The organization is
transforming these inputs and transform
them into outputs (to the environment).
SWOT-analyses
With this model you already learned how to think about the organizational
environment. Here is the environment more everything you can look at.
3
, Industry analysis
Porter’s 5 forces industry
analysis is another way of
picturing the organizational
environment. This model gives
us narrower focus about the
market environment. So the
economic environment of the
organization.
Inter-organizational network
analysis
Another potential picture of the
organizational environment comes
from inter-organizational network
analysis. So here we are
broadening the focus away from
only the economic environment
and we are looking at essentially
all other actors outside the
organization. Here we are
interested in the time and place
between my organization and
other organizations.
Stakeholder analysis
Another picture that you may already
be familiar with is stakeholder
analysis. Here we are taking again a
view of the environment as
consisting of collection a set of other
organizations/actor. Here we are not
so much focusing on who provides
us input but in the economic minded
way, but rather thinking about what
are the other actors that can
influence us but also can be influenced by us as an organization. So, whoever is
impacted by our actions, even if they don’t provide input.
4
MODULE 1 SCOPING 3
Scoping – 1 the organizational environment 3
Scoping – 2 Influence of the environment on organizational change 5
Scoping – 3 why organizations react – or not? 7
Scoping – 4 analyzing pressures for change 11
Readings 13
MODULE 2: ENVISIONING 14
2.1 Types of change 14
2.2 Change models 17
2.3 Change visions 21
Readings 24
Live session quiz module 2 24
Live session module 2 theory 25
MODULE 3 DIAGNOSING 29
3.1 Images of Change 29
3.2 implementation choices 31
3.3 Context-sensitive change 34
Readings and podcasts 36
Diagnosing live session 36
Live session theory 38
MODULE 4 MOBILIZING 39
4.1 Responses to change 39
4.2 Reduce 40
4.3 Change interventions 43
Readings and podcasts 45
Mobilizing live session 46
1
,Quiz 46
MODULE 5 INSTITUTIONALIZING 48
5.1 Sustaining change 48
5.2 Change outcomes and failure 50
5.3 Ambidexterity 51
Readings 52
MODULE 6 VALUING 53
6.1 Valuing: What are values? 53
6.2 Valuing: What are organizational values? 54
6.3 Valuing: How do values relate to organizational change? 55
2
, Module 1 Scoping
Scoping – 1 the organizational environment
Scoping means understanding how organizations look outside themselves at their
environment, stakeholders, the things around them and determine their need for
change.
So, the idea is that the concept of scoping and thus module 1 are going to provide a
bird’s eye view on change. We are trying to understand in this module:
- What are we explaining? Why organizations change – or not (what are the
motivations that drive change)
- How are we explaining it? Look at external pressures + internal processing of
these
- Why are we starting with this? Essential meta skill in any future roles (IMHO)
- Macro-level of analysis: organizations and their broader environments
Pictures of the organizational environment
Environments here means anything that is
outside of the boundary of the focal
organization. On the most basic level, the
environment is simply the distinction
between inside an organization and
outside. The environment is just
everything that is outside. An organization
is receiving some input from its
environment. The organization is
transforming these inputs and transform
them into outputs (to the environment).
SWOT-analyses
With this model you already learned how to think about the organizational
environment. Here is the environment more everything you can look at.
3
, Industry analysis
Porter’s 5 forces industry
analysis is another way of
picturing the organizational
environment. This model gives
us narrower focus about the
market environment. So the
economic environment of the
organization.
Inter-organizational network
analysis
Another potential picture of the
organizational environment comes
from inter-organizational network
analysis. So here we are
broadening the focus away from
only the economic environment
and we are looking at essentially
all other actors outside the
organization. Here we are
interested in the time and place
between my organization and
other organizations.
Stakeholder analysis
Another picture that you may already
be familiar with is stakeholder
analysis. Here we are taking again a
view of the environment as
consisting of collection a set of other
organizations/actor. Here we are not
so much focusing on who provides
us input but in the economic minded
way, but rather thinking about what
are the other actors that can
influence us but also can be influenced by us as an organization. So, whoever is
impacted by our actions, even if they don’t provide input.
4
