MBA-Management of Change - Essay Example

My own workplace experience is not rich enough to judge the sustainability and efficiency of various change initiatives in organizations. However, I was fortunate to witness a process of organizational change from within. Several years ago, the company for which I worked (company N.) decided to develop and implement a new vision of technological change at all levels of its organizational performance. The process of developing and implementing change was equally complex and challenging, but the effects of the discussed change initiative ultimately exceeded all business expectations, having moved our organization to the new quality level of business performance.

Preconditions and prerequisites for initiating change Organizations build complex hierarchies, to be able to meet their business goals. However, not always do these hierarchical structures contribute to better efficiency of workplace and business operations within organizations. More often than not, organizations face the need to simplify their business operations, decisions and structures in ways that help to avoid the duplication of obligations and role conflicts. In this context, technology often becomes a vital component of an efficient organizational change. . The distribution of roles among the company employees across different divisions left much room for improvement: throughout years, the company management had heavily relied on traditional organizational hierarchies, in which lower financial advisers completed much of the financial paperwork for the clients but would have to drop their projects, as soon as the need to catch up with the most important deadlines became urgent.

The distribution of tasks was extremely inefficient. Employees lost valuable time, trying to contact each other by phone, fax, or e-mail. The duplication of efforts plagued the organization, leaving little time for quality improvements. Needless to say, all those factors plagued profitability and efficiency of business operations within the company. The company’s initiative to create regional affiliates with locally distributed teams of workers failed to achieve any relevant business result.

Team members lacked collaboration and could not find any agreement on their goals and priorities. Apparently, a new model of cooperation between the company divisions was required, and technology would play the vital role in the implementation of a profound organizational change. It should be noted, that technology is a frequent instrument of organizational change in different business enterprises. Rapid evolution of internet technologies triggers the growth of high-quality interactive solutions, which organizations can use to develop and maintain effective collaborative ties between their employees and between them and customers.

One of the primary goals of the change initiative at N. was to diversify its operations through