Business risk innovation and change - Assignment Example

This model is based on five critical elements (strategy, structure, process, information technology, people and culture) that can be used by the management ensure that its change initiatives are driven by its strategy (Hoogendoorn, Jonker, Schut &Treur, 2007, p157). The failure by The Corporation to adopt an Expert system can be attributed to failure of the management to focus on three important elements of the organization, which include people, strategy, process and structure. For instance, the organization lacked the right people in the management to promote the project after the two major champions left the organization.

Additionally the structure of the organization did not address the issue of power and authority with respect implementation of the expert system project. The Marvin Weisbord Six-Box Organizational Model one can certainly establish the extent to which the management of The Corporation failed in promoting adoption of the Expert system technology (Shapiro, 2010, p168). Six-Box Organizational Model is based on six important elements namely: Purposes, structure, relationships, rewards, leadership and helpful mechanism (Raoprasert & Islam, 2010, p47).

These elements highly emphasize on a number of organization issues, which include incentives and rewards, internal competition within the organization, organization control, accountability as well as hierarchies (Paton & Mccalman, 2009, p55). From the case study, it is evident that the management failed on four most important elements namely structure, leadership, helpful mechanism and rewards. For instance, the project lacked serious leadership as two key champions - the vice president of development and chief information officer (CIO) left the organization even before the project began and their successors were never committed to the success of the project.

Furthermore, majority of the top managers did not honor invitation to meetings set to discuss final approval of the project. John Kotter’s eight-step change model proposes steps that can bring about lasting transformation through power and motivation adequate enough to mitigate dissent (Kotter & Cohen, 2002, p18). Kotter’s ideology is based on the belief that successful change comes through talking to people’s feelings, commitment and sense of urgency. The proposed 8-steps by Kotter include increase sense of urgency, building the leading team, develop the vision, communicate the vision, empower action, develop short term gains, consolidate gains, and finally anchor new and winning approaches in the culture (Sabri, Gupta & Beitler, 2007, p176).

Based on the Kotter’s eight-step change model it is evident that failure of The Corporation to adopt an expert system was a management fault as there was no commitment, stakeholders engagement, strong leadership, and sense of urgency. For instance, after the Tow top pioneers left the organization the project lack strong leadership as new executives were never interested in the project. Additionally there was no sense of urgency on the part of the new executives considering that all the meetings that were often scheduled to discuss implementation of the project were never attended by executives. 1. Dunford, Akin and Palmer propose six perspectives Dunford, Akin and Palmer came up with six perspectives of managing change to help managers remain focused