1. What is the calm waters environment in the first place? The term itself is a metaphor that dominated the thinking of practising managers and academics in terms of handling change. Basically the calm waters view of organizational change envisions the organization as a large ship crossing a calm sea. The ship's captain and crew know exactly where they are going because they have made the trip many times before. Change comes in the form of an occasional storm, a brief distraction in an otherwise calm and predictable trip. In the calm waters metaphor, change is seen as an occasional disruption in the normal flow of events. Lewin's 3-step process treats change as a move away from the organization's current equilibrium state. It is a calm waters
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Changing structure includes any alterations in authority relationships, coordination mechanisms, degree of centralisation, job design or similar organisation variables. Fahour the new CEO started a business renewal program called “Future ready”. The program involved the implementation of a more customer focused business model that is designed to capitalise on Australia Post’s reputation as a trusted services provider. This new change in focus and job design has been successful considering that the Australia Post had two consecutive years of profit growth in 2011 and 2012, compared to the profit declines that occurred in the preceding two years, 2009 and 2010, as letter volumes had started to decline (see Figure 7.9). The new job design which was focusing on parcel delivery due to the increase of online shopping became a golden opportunity for Australia Post. For example, online sales were valued at $11.1 billion in 2012, a rise of 15 per cent in that year alone, and they are expected to grow by about 10 per cent a year until 2019. In 2013, it was estimated that Australia Post had about 35 per cent of the domestic parcels market, and that the volume for Australia Post had increased 24 per cent from 2008 to 2012. This change strategy was definitely a great and successful
Changing structure includes any alterations in authority relationships, coordination mechanisms, degree of centralisation, job design or similar organisation variables. Fahour the new CEO started a business renewal program called “Future ready”. The program involved the implementation of a more customer focused business model that is designed to capitalise on Australia Post’s reputation as a trusted services provider. This new change in focus and job design has been successful considering that the Australia Post had two consecutive years of profit growth in 2011 and 2012, compared to the profit declines that occurred in the preceding two years, 2009 and 2010, as letter volumes had started to decline (see Figure 7.9). The new job design which was focusing on parcel delivery due to the increase of online shopping became a golden opportunity for Australia Post. For example, online sales were valued at $11.1 billion in 2012, a rise of 15 per cent in that year alone, and they are expected to grow by about 10 per cent a year until 2019. In 2013, it was estimated that Australia Post had about 35 per cent of the domestic parcels market, and that the volume for Australia Post had increased 24 per cent from 2008 to 2012. This change strategy was definitely a great and successful