Strategic Change Context - Essay Example

Strategic Change Context A change kaleidoscope is a diagnostic structure that aims at monitoring and seeing through a change process that is situation sensitive. (Johnson, 2011) This particular function of a change kaleidoscope makes it bear immense importance in the organisation’s management process. It has an exterior ring composed of organisation’s strategic context, a central ring that encompasses the change context and an interior ring that has the design choices at disposal. The change kaleidoscope facilitates the asking of questions regarding a specific organisation.

Consequently, this prompts judgement which is essential in identification of critical contextual details. (Grant, 2010) This way, an organisation can constantly monitor and examine the change under implementation. It helps to visualise the change a process rather than a fixed and controllable transition of events. (Grant, 2010)A force-field analysis is a tool that helps in determining, analysing and evaluating the various forces that stand for or against a proposed change. The use of this technique helps in offering alternatives to propel the decisions towards the desired change.

(Lynch, 2008) With the knowledge of these forces, an organisation possesses information to amend the identified loopholes in the change process. In addition, all efforts are put in the task of pushing towards the achievement of the intended organisation strategy. (Wickham, 2008)At the time of Meg Whitman’s arrival as the HP CEO in September 2011, the change context was as follows;Contextual featuresDescription and analysis in relation to Hewlett-Packard organisationScope of changeMeg Whitman, as the overseer of the change in the declining organisation was to examine the extent of the change needed in terms of the depth, superficiality and whether the change should be transformational.

Time required for change to be achieved.As of September 2011, time was of essence to the new manager so as to see the organisation return to its earlier positive reputationPreservation of organisational resources and characteristicsIn the implementation of change, Meg had to find out what was working and what was not. The manager is seen to exercise this element of change by eliminating the resources that tended to bar the interaction of the workforce.Capability, readiness and capacity to changeThese tools are intended to aid Meg Whitman in judging the employee awareness and readiness to proceed and deliver change on provision of an enabling environment.

References Grant R (2010), Contemporary Strategy Analysis: concepts, techniques, applications Ed 7. Blackwell Johnson G, Whittington R & Scholes K (2011), Exploring Strategy, Ed9, Prentice Hall Lynch R (2008) Strategic Management, 5th Edition, Prentice Hall. Wickham, P and Wickham. L (2008) Management Consulting: Delivering an Effective Project, Ed 3. Prentice Hall