Managing Change & Innovation: Short Answers for Questions Essay Example

  • Category:
  • Document type:
  • Level:
  • Page:
  • Words:

2Managing Change & Innovation

Managing Change & Innovation: Short Answers for Questions

Managing Change & Innovation: Short Answers for Questions

Question ONE: What role can change planning tools such as Kotter’s 8 step model play in the development of an organizational change path or trajectory?

Change planning tools have various benefits the change and innovation managers in an organization. These tools divide the change process in simple steps and procedures that allow managers to comprehend the necessities towards a quality or desired outcome. First, these tools promote strategic assessment and motivation as one of the vital roles in the planning process. For instance, Kotter’s 8 step model recommends creating a sense of urgency as the primary step in an organisational change planning process. Through the sense of urgency, employees tend to become motivated and effectively respond to various tasks with the same sense.

Change planning tools also help the managers to align the existing resources and determine the need for additional ones. The idea of introducing changes in a firm does not necessarily imply replacing everything; some resources might still be positively influential towards the proposed change. Therefore, planning tools ensures alignment of existing resources, identification of additional requirements, reduce risks and inefficiencies, and anticipate challenges, upon which intervention measures can be adopted.

Question TWO: What key factors are compelling organisations to experiment with new forms of organising?

There are various factors that can compel firms to innovate or adopt new forms of organising. First, crisis has proved to be one of the primary factors. For instance, the financial crisis resulted in the need to change various activities and process in most firms to allow for their flexibility and adaptiveness. Secondly, advancement or changes with technology also compel organisations to change. Upon identification of new technologies that can improve efficiency and effectiveness, companies tend to adopt and experiment new forms of organising.

Performance gap is another compelling factor to the need for change in an organisation. If the current organising strategies of procedures are not meeting the quests of the firm, adopting and experimenting new forms of organising is deemed necessary to enhance the achievement of organisational objectives. Companies can also experiment new forms of organising to respond to the external and internal pressure about their activities and performance.

Changes in structure; such as through expansion, mergers or acquisition; can consequent the need for new forms of organising to maintain or maximise efficiency and effectiveness. Furthermore, perceived opportunities can also compel organisation to change. Market changes can result in opportunities for expanding market shares and maximising revenue; therefore, changes are necessary, especially where competitiveness is to be maximised.

Question FOUR: Why should managers measure the results of change program?

Measurement of results of a change program constitutes the evaluation of the program. There are a number of reasons or benefits which change managers should conduct measurements of the results. First, measuring the results of a change program showcases the effectiveness of the change program based on the intended results. Through this perspective, managers can identify what did or did not work during the implementation of the change program. For instance, a change program that is meant to improve customer performance through reduction of lead time is purported to demonstrate benefits of such changes with respect to previous performance before the change and objectives of the practice. Therefore, evaluating the results would demonstrate and indicate whether the program has been effective in achieving the intents.

Moreover, measuring the results of a change program is essential approach to quantifying and proportionating resources or inputs with the intended output. Through the results measurements, managers can identify the input requirements, alongside their quantities, to result in certain level or amount of output. It can also be argued that measuring the results of a change program can build and develop knowledge and competence of the entire change process amongst the managers.