Organisational Change Management Case Study

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“The successful management of change is accepted as a necessity in order to survive and succeed in today’s highly competitive and continuously evolving environment” (Luecke, 2003). Hypercompetition (D'aveni, 1994), categorised by disparity and unpredictability has become the environmental norm; aided by rapid technological advancements combined with the intensity of globalisation and increasing governmental regulation. The past 20 years has experienced a vast increase in expenditure on management advice (Collins, 2011) indicating the increasing level of difficulty that organisations are facing. Consequently, organisational change has been driven up the ladder of importance for organisations seeking competitiveness. This becomes further augmented when studies illustrate a ‘60-70% failure rate for organisational change projects; a statistic which has remained constant since the 1970′s’ (Ashkenas, 2014). The profound influence that change holds demonstrates the importance of an organisations ability to confirm where its future position lies (Todnem, 2005). Thereafter, the organisation must address which change management programme will successfully facilitate the transitional chapter of change.
The dominant view within Organisational Change Management (OCM) contains a number of core assumptions that portrays change as a delicate and intricate process that is imposing in nature and must be controlled. The assumptions encompass: that change can, should and must be managed; that change is necessary due to the current period of unprecedented competition; and misguided individuals resist change (Sturdy & Grey, 2003). Such a postulation imposes a connation of structure, controllability and predictability within the field of OCM in order t...

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...d offering. The inexistence of a creative workforce will at best produce replication for an organisation where differentiation is the desired goal. The most dominant force opposing the existence of creativity is not the individual; but instead the organisation. As frequently referred to, many organisations are formulated by regulation, bureaucratic processes and hierarchy inferred by top-down management producing a creative impediment. A corporate culture of structure, favouring established work methods and avoiding or resenting failure discourages novel behaviour; fundamental to provide organisations with this capacity of differentiation. The solution (which organisations are aware of) to release employees from this robotic state of mind is empowerment, and refining this balance between autonomy and control certainly requires perfecting from organisational leaders.

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