Facilitating Organizational Change

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The modern economic world is undergoing a paradigm shift from an industrial age that valued tangible objects and commodities, to an increasingly intellectually driven marketplace. Accordingly, human capital—the cognitive development of abilities to think creatively, generate ideas and innovate, are becoming the most valuable assets in this economy (Michanek & Breiler, 2013). The Japanese Research Institution, Nomura, describes this economic transition as pivoting from the industrial age, through the information age, to the currently emerging age of creativity (Michanek & Breiler, 2013). Harvard professor and founder of the Idea Factory, John Kao supports this message, suggesting that we are evolving toward a creative age.
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307). In the creative age, small businesses have to initiate strategies facilitating organizational change using creativity and innovation. Bilton (2007) recognizes that organizational change is similar to a pattern emerging from chaos “what looks from the outside like a sudden radical departure often turns out to be the result of an accumulation of smaller steps taken over time” (loc. 2186). As described by Bilton (2007), this model of change is based on the population ecology, which is a creative approach to organizational change that, although it may appear from the outside that a company has undergone profound change, is actually the result of iterative and experimental modifications. This approach to organizational change enables companies to position themselves as creative and innovative, while also remaining true to organizational competencies (Robinson & Stern, 1997). Accordingly, small companies have a tremendous opportunity to utilize technology to creatively enhance business activities, while preparing for new market developments through incremental …show more content…
As a result, VujaDay will address many of the aforementioned challenges faced by modern small business owners. Michanek and Breiler (2013) contend there is a need in today’s economy “to identify fresh opportunities in something new or existing, and business developers need to solve their customers’ problems more effectively” (loc. 671). Trendstorming, a method introduced by Michanek and Breiler (2013) was helpful with the identification of various trends relevant to the focus area that would offer potential for VujaDay services. Furthermore, Michanek and Breiler (2013) outline three types of needs that customers are faced with: (1) Issue-Oriented: entails a tangible problem that requires a new solution (2) Opportunity-Oriented: presents an opportunity to create a future need that people are unaware they have (3) Emotion or Opinion-Oriented Need: generally based on the thoughts of an individual, which can be expressed in an artistic context. Based on trends and the needs of small business owners in the creative age, VujaDay has an opportunity to address issue-oriented needs involving business efficiencies, automation, communication and collaboration, and customer service. Looking to the future, opportunity-oriented challenges also present potential for VujaDay

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