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This PDF explores change management, detailing the triggers that drive transformation, including internal and external factors. It covers organizational culture, the Cultural Web, and McKinsey’s 7S model to evaluate impact. The document highlights resistance to change and strategies like Kotter & Schlesinger’s framework for effective adaptation. Essential for understanding strategic shifts and managing change efficiently.
Change is inevitable and constant in a dynamic environment.
Driven by “triggers,” which can be internal (e.g., leadership shifts, reorganizations) or external (e.g., economic trends, technological advancements).
Key questions in change management: What to change? What to change to? How to execute it successfully?
External triggers: Identified using PEST Analysis (Political, Economic, Social, Technological) and Porter’s Five Forces (Competitive rivalry, New entrants, Supplier power, Buyer power, Substitutes).
Internal triggers: Leadership changes, organizational restructuring, workforce adjustments, technological shifts.
Classified based on scope and speed of change.
Can be adaptive, evolutionary, reconstructive, or revolutionary.
Defines shared beliefs, values, and behaviors within an organization.
Cultural Web helps assess which aspects must change for successful transformation.
Key considerations: leadership, decision-making power, symbols, organizational structure, control mechanisms.
Hard factors: Strategy, Structure, Systems.
Soft factors: Shared Values, Skills, Staff, Style.
A change in one factor may create ripple effects across others.
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