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Change Management





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Direction Of Change

Change Management

Whether your firm is a new venture start-up, a developing business or a mature organisation, change is with you whether you like it or not. What is different however is the scope and scale of change.

Change is inevitable, however your time frame requirements and contextual space means that the level of change can be either high or low and whether your organisational perspective objectively sees things as physical and tangible or subjectively recognises its social fabrication.

What is change management?

Change management is a recognised and sought after competency that becomes yet another tool for the strategic manager to utilise. Change is not always deliberate and often emerges as organisational sustainability comes into question and therefore presents senior managers with a new set of choices as they contemplate a newly desired future state.

Highly skilled senior managers recognise that that in order to effectively move their organisation closer to its desired future state requires explicit developmental planning while at the same time identifying cultural barriers and the need to shift certain attitudes and behaviours based upon the complexity of the task at hand and the range of interventions to be deployed.

Moving towards a desired future state requires a period of transition that is either incremental or ‘big-bang’ by nature. During this time, structures, systems and people all need to shift together whether it be for adaptation or reconstruction reasons.

Most importantly, all change needs to be dealt with relative to contextual sensitivity and both the internal and external environment must be clearly understood. To achieve this, careful design of the change-path, recognising the right start-point, developing change-style, targeting the right outcomes, leveraging resources and employing roles dedicated to the tasks ahead will make the transition smoother and more effective.

Paradox Strategic Management is well resourced to either manage or facilitate organisational change whether your end result is to be transformational or a subtle realignment we can assist you with the following;

  • Strategic Analysis (Learn how to synthesise ten core strategic paradoxes, evaluate strategies, perform industry and value-chain analysis, recognise and develop core competencies and position to create competitive advantages. Identify and develop values and performance recognition, a mission and a long term vision. Understand business level and corporate level strategic choices and consider issues relating to networks, partnerships and alliances, organisational structure and control, merger and/or acquisitions and global strategies)
  • Future State planning (Envisioning the future, determining degrees of preservation, business modelling and scenario planning, planning sustainable outcomes, risk and contingency planning, identifying the future culture-web, environmental and stakeholder expectations)
  • Implementation choices (Recipe-driven (context sensitive) or formulaic approaches, ascertaining- paths of change and start-points, establishing a suitable change-style, targeting outputs, attitude v’s behavioural lead change, values, leveraging suitable interventions and assigning roles to individuals and/or groups)
  • Contextual measures (Assigning timeframes, boundary spanning, maintaining continuity, multiplicit factoring, capability and competency testing, readiness, influence and control)
  • Designing transitional processes  (Vision development and statements, using technology, communication techniques, education and training, identification of- inhibitors, barriers and other obstacles, finding enablers, intervention levers and design sequencing, organisational and individual level transition curves, mobilisation, change sub-systems)
  • Leveraging and interventions (Communication techniques, symbolic activity, management systems for human resources (HR), cyclical HR changes, recruitment and selection, evaluation and reward, training, leadership and workforce development)
  • Plans, monitors and resourcing (Understanding the nature of change, challenging assumptions, project planning and monitoring mechanisms, change agency skills, political maps, middle management intermediaries, receiving change and resistance, survival, employee engagement and justification for change)

Punctuated equilibrium:
The process of making organisational ‘step’ changes as opposed to ‘continuous’ change so that it avoids decline, keeps abreast of its environment or better still, pulls ahead of prevailing competitive conditions. ‘Steps’ can be multi-level and span short and long time frames.

Change kaleidoscope:
A diagnostic framework that captures the current organisational state and identifies through design choices the most appropriate path, style, targets, levers and roles to enable a successful transition into the organisation’s desired future state.

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Ideas for change
Change of worn out equipment
Circles of Change
Changes Over Time