Project Management

4 Models For Shaping Your Organizational Change Strategy

Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.

When it comes to organizational change management (OCM), does a one-size-fits-all approach apply to every situation?

On the face of it, any one-size-fits-all approach is suspect because it fails to factor into the change dynamics—the intention and reasons behind what drives the change in question. In addition, the change strategy pursued needs to address the outcomes desired by each major stakeholder group (customers, employees, owners, strategic suppliers and communities).

While it is beyond the scope of this article to take deep dives into all the factors that should be considered when introducing material change into an organization, I will attempt to cover four major situations that need to be considered when shaping an OCM strategy:

  • Organizations experiencing rapid organic growth
  • Organizations experiencing rapid decline and wanting to recover
  • Organizations that are pursuing growth via mergers and acquisitions
  • Organizations that are in decline/survival mode and want to divest

Below is a graphic depiction of these situations. Each intersection contains some examples of the tactics companies might pursue. The following addresses each of those situations and how they could influence an organization’s OCM approach—and how that approach impacts stakeholders:

Drivers of Organizational Change

1. Organizations Experiencing Rapid …

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