Organizational Change in Modern Corporations – Success Strategies and Failures

1583 Words Jul 25th, 2015 7 Pages
Organizational Change in Modern Corporations – Success Strategies and Failures
Alphonso Varnado
University of Saint Francis
Drastic change can be hard for any organization. Even the most powerful leader must realize that it takes the cooperation of others to implement drastic change. This paper looks at effective strategies for drastic change in organizational culture and examines case studies where this has worked and where it has failed.
Keywords: Organizational Culture, Change Management
Organizational Change in Modern Corporations – Success Strategies and Failures
What is Change Management anyway? “The management of change and development within a business or similar organization”. In other words, it is the systematic
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According to, John P. Kotter’s 8 steps to successful change are: 1. Increase urgency by inspiring people to move and make objective real and relevant decisions 2. Build the guiding team – get the right people in the right places with the proper emotional commitment along with the proper skills and levels. 3. Get the vision right! – get the team to establish a simple vision. Focus on the emotional and creative aspects necessary to drive service and efficiency. 4. Communicate for buy-in – involve as many people as possible, communicate the essentials simply, and appeal to and respond to people’s needs 5. Empower Action – Remove obstacles, enable constructive feedback and lots of support from leaders – reward and recognize progress. 6. Create short term wins – Set aims that are easy to achieve – in bite size chunks. Mange a number of initiatives. Finish current stages before starting new ones. 7. Don’t let up – Foster and encourage determination and persistence to ongoing change. 8. Make change stick – Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave the change into the new culture.

IBM Case Study – A lesson in Success. During the 1990s. IBM was hemorrhaging money. A new CEO named Lou Gerstner took over. He faced a multitude of issues such as a lack of sophisticated marketing techniques, disconnection between research and

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