Title: 1. Dynamics of change
1- 1. Dynamics of change
- 2. Cycle of Change
- 3. Source of Competitive Advantage
- 3. IS Planning
2 3A look at how velocity of change is an overall
factor (B2)
- Agree/Disagree that
- the period for mega-innovations (power,
information, process) is shortening? - the impact of each is physical, cognitive,
behavioral? - the shifts in behavior?
- the rate of change is getting faster?
- this rate is having a greater effect on personal
and professional lives? - What are the implications for change management
professionals?
4A look at the dynamics of change
- 3 known change patterns
- change adoption distribution (bell curve)
5- - aggregate of 3 groups
- early adopters (lt 10)
- eventual adopters (the rest)
- never adopters (lt 10)
6 7loss response cycle - individual
- denial
- anger
- resistance (hopelessness)
- acceptance
8The Framework for strategy
- Paradigms
- Based on 4 perspectives process, strategy, IS,
and managing change /control
9Framework for Analysis -- Process Alignment Model
(c2-- p.27)
104 perspectives
- Process --
- mapped
- operational and management
- core and supporting
- incremental and radical
11The Value Chain
Support activities
Primary activities
Inbound logistics Materials receiving, storing,
and distribution to manufacturing
premises Operations Transforming inputs into
finished products. Outbound logistics Storing
and distributing products Marketing and
Sales Promotions and sales force Service Servic
e to maintain or enhance product value Corporate
infrastructure Support of entire value chain,
e.g. general management planning, financing,
accounting, legal services, government affairs,
and QM Human resources management Recruiting,
hiring, training, and development Technology
Development Improving product and manufacturing
process Procurement Purchasing input
124 perspectives
- Strategy --
- content versus process debate on sources of
competitive advantage /firm performance content - based on external "industry forces" from Porter
argues that overall industry structure leads to
each firm's performance in industry - based on internal "factors" -- resource-based
view from Barney argues that unique combinations
of resources used leads to each firm's
performance
134 perspectives
- IS Planning Impact / Align
- to align MIS objectives with the organizational
goals, - The other approach is to impact the
organizational strategy. That is searching for
strategic applications with a high impact and the
ability to create an advantage over competitors.
144 perspectives
- Managing Change and Control --
- radical versus incremental change?
- how do radical shifts within organization occur?
- radical, quick org changes versus gradual,
persistent, paced org changes - short and/or long period of adaptive behavior
change - commitment? team-building versus structural
changes
15Framework for Analysis -- Process Alignment Model
(c2-- p.27)