Key Factors: The Management of Strategic Change - Essay Example

Key Factors: The Management of Strategic Change To start with, a number of different organizations operate differently. This does not mean that their working methodologies might not be the same but then again there are a lot of similarities in their work ethics, styles and ways and means. It brings us to the point that these different organizations have managers who work solely for the different functions within the various departments and it is up to these operational managers as to how they execute their undertakings and measures on a regular basis. The basic purpose is to bring the whole list of activities and tasks of the organization on a common platform, a place from where the top management is better able to draft its policies and eventually execute the manner in which these policies are basically run after the decisions are made on those very aspects of consideration. In line with the proposition as to whether these operational managers discern ways of enacting responses from the relevant quarters when it comes to products, services and their related operations, we see that their role is immense and they have to bring about activities right from scratch. In other words, they are the actual fathers of different processes and activities which are going on within an organization and with which there are a lot of hopes and wishes attached. They bring with them a whole list of different undertakings and steps, though accountable at many different levels yet open for judgment on the part of one and all. With this, they ensure that the different policies and steps are in line with the organization’s basic values, core mission and vision statements and more than anything else, in line with the ethical and moral grounds in which the particular business operates. Concerning the four different aspects that the operation managers need to have in order to take care of within an organization, it includes their roles at managing in an effective and efficient manner when there is discussion of the organization’s different departments, operational activities and so on and so forth. Then they need to uphold work and staff quality at all times which means that the work done by the workers and the employees alike should match some pre set standards and there is no alienation as far as this point of view is concerned. The third significant point of the operational managers is that they have to plan in a sound manner all the different things, control these activities and tasks and make them plot against short term gains rather than having a long run perspective and integrate all these activities so that there is a complete mesh in the related ranks and the synchronization is pretty apparent at the end. The last imperative basis holds on the part of the operational manager in the form of his lookout for constant changes that happen within the realms of an organization and which cannot be denied their due role in the proper scheme of things. This means that the change factor has to be studied in the light of the consistency basis since as the maxim goes change is the only constant, thus we have to understand the basis of change from that very point of view nonetheless. First and foremost, managers have to see that the new products and/or services mark the very basis for an organization and it is because of these products/services that the company is moving in a swift manner in a forward direction. Thus all their efforts have to be in line with the organization’s ever changing needs and desires, to get its products/services on top of the retail shelves or in terms of promotional activities. For this they devise routes which could lead them towards success and achieving benchmarks within the shortest possible time. However on the part of these managers, there is an earnest wish not to compromise on quality at the same time. These new products and/or services are very significant to the eventual basis of the business because they set forth the direction in which the business would actually shape up as well as the needs and wants of the business would also be fulfilled due to the very same. Now in order to establish as to how these new products and/or services are significant to the working basis of the managers, we need to study the four different aspects, which have been mentioned earlier, in detail so as to connect a link between their working boundaries and the effect the same has on products/services. Initially, a manager concerns his own self with regards to the management perspective which means that an effective management can only lead to a complete synchronization activity within the realms of a business enterprise and hence all the roles that are played by this manager have to be in line with the desires of the new product and/or service. What this actually means is the fact that the manager has to chalk down the exact mechanisms by which he would counter pressure and deliver goods when the going gets tough. This is just a single example of the tremendous other possibilities that might arise in the wake of hindrances that managers have to face every now and then. Having said that, the need is to ascertain the exact basis for their working regimes and then meshing the same along with the line managers so that they could deliver their respective duties and fulfill the goals which rest on their shoulders. Effective management is only possible when the manager prioritizes things accordingly and there is absolute connection between the different workflows and activities. There should not be any flaws in the system and as we may speak, the whole synchronization should be present in the operational basis of the system on which the manager is focused towards whilst delivering his best towards the organization and indeed the distinctive departments of the business. The deployment of an efficient performance management system policy within the organization would indeed help it to essentially tackle its internal issues in a better and more effective manner possible. Performance management systems will definitely ensure that the performance levels of all employees would exceed the expectations since it will guarantee them instant rewards and incentives. Their interaction with each other would develop in an informal manner and thus a competitive environment would sustain within the organizations. The ideology could literally backfire if there is a complete lack of commitment on the part of the people who are at the helm of affairs in the said organizations and were just interested with bringing the system to their respective organizations but not with their actual working methodologies. The companies which will benefit from the results of the performance management systems would indeed be the leaders in their business geographical zones and thus stand out amongst the very best. Managers need to make fast and accurate decisions in the best of times and for that they are accountable to each and every person in the company, not to forget the top management who keeps a note of all the dealings and processes that the managers undertake. For this, managers have to be sharp and visionary with the future in mind, both from the company’s perspective as well as that of the customers for which the company is actually striving to make some efforts. Managers also need to understand that the strategic options can be balanced alongside the tactical and short lived goals which are basically brought into play so as to meet some realistic goals and tasks. They need to align the same in the light of the mission and vision statements which are drawn up by the company when it was formed. Moving further ahead, the second factor that a manager plays is to maintain and uphold quality level at all times and in doing so, he has to ensure that there are no such discrepancies. For this to happen, the manager has to make giant leaps in order to forego the loopholes which usually arise from time to time. The basic function that could be accredited to the role of a manager is the fact that he brings to the whole equation a sense of calm and smoothness when the processes are involved and there is discussion of the different tasks and activities. The products/services that are being introduced in the organization must definitely have to be seen in the context of the quality levels which are spoken of in very prominent and clear cut terms. More than that, the induction of these very products and/or services in the realm of an organization involves strict quality control levels so that there are no units or pieces of the product which are left at the scrap yard and thus owing to immense losses on the part of the organization. This is a major point of loss and distress when we see the same in the perspective of the operational managers. Both strategically and otherwise the roles and responsibilities of the manager entails that he must check for the inconsistencies which are present in the prevalent system and thus make sure that the new products and/or services are error free and pretty much in line with the quality control handbook, one that every organization must have since it brings out newer products and/or services every now and then. Competitive advantage is developed when there is a differential undertaking on the part of the customer. This could be in the form of lower prices than the competitors, better quality, efficient sales services and support and a number of other features. Thus customer satisfaction is something which cannot be measured by a standard set of parameters. It has to be experienced always with different set of offerings that are made available. These offerings could be in the form of better quality products, higher and more efficient services or a bundle of both high class product and state of the art service, in which case it would not be categorized under either of them rather as a mixture of both. It is pretty true that the market dynamics suggest that the competitive advantage can only be achieved when the customer is given what he or she wants. The customer expects value for money and thus the best possible product at the most effective rate, thus it would be correct to understand his point of view and then go about changing the product offerings, prices and the value thus provided. Similarly, another factor that accredits itself on the part of the manager encompasses that of the activities being planned, controlled and integrated in a fashion which only makes it look as a complete whole more than anything else. This means that these activities, tasks and processes are complete and they give a view of wholeness when we talk about the organization whilst looking at the products and/or services. For the induction of these new products and/or services in the market place we find that out that the synchronization process might just be a difficult process to undertake in the first place and it is because of the persistent efforts of the manager himself that the same becomes readily possible. The manager has to plan things accordingly and place priorities over processes either in s sequential manner or in the form of significance attached to the very same. When we talk about the activities in the whole related schema we find that the control aspect, as discussed before is pretty much significant and this has to be ensured even at the most feasible of times. The same is imperative since system breakdowns at any level can happen any time within the process and there could be urgencies attached with the whole ideology nonetheless. The integration of activities similarly is one significant aspect that has to be studied time and again because it brings together all the related processes, activities and tasks coming under the manager’s regime on a single platform and thus this forms as the point of focus and attention as far as the whole organization and its tilt is concerned. With respect to the new products and/or services that are being introduced under the organization’s umbrella, one has to ascertain as to the exact basis of their operating activities and then go along finding out the eventual patterns on which the change would be made in the realms of the very organization. All said and done, it is up to the manager as to how best he meets the needs of the system that is already in place and which control and planning activities he brings forward every now and then. The end result is something that holds a lot of significance and value. Manager also has to look out for the constant changes that happen in the system and how these changes could contribute to the products and/or services’ future. This means that the manager has to focus on the present whilst thinking about the future. Also what this means is that the vision is set in the path of the present activities, an aspect which holds a lot of weight when seen in the related context of things. The changes have to be both in terms of the company’s new products and/or services as well as on the lines of the operating costs, expenditures, different wages and salaries that lie on the shoulder of the organization itself and a whole list of operating costs which are there within the organization’s budget. In order to anticipate changes and the like within the operative boundaries, the manager has to keep a complete track of the new changes and innovations happening in the related industry and similar lines of business processes. Having said that it also means that there are a lot of other tasks and processes which must be taken special care of when one speaks of the operative and administrative needs of the business and this organization in particular. A business model describes a company’s basic business as well as outlines the basis for the strategic changes that happen within its folds. The business models that we will apply for the strategic management change and as to how managers should make use of the same by incorporating them include the following: 1. The value proposition model 2. The customer segmentation model 3. The distribution channels model 4. The customer relationship model 5. The value configuration model 6. The core capabilities model 7. The partner network model 8. The cost structure model 9. The revenue model 10. The cultural model Now we need to incorporate the usage of each of these business models to our strategic change scenario. The first model is known as the value proposition model which takes a shot at the firm’s varied offerings in the form of products and/or services and which need to provide value to the customer segments so much so that the value proposition starts creating value and significance for these people. It can even include the potential customer market. The second model is the target customer segment model which focuses on the exact customer segment that the company aims to provide value towards and thus maintain its basis on this very niche, so to speak. This could include certain groups of customers which are bundled on the basis of different traits and specialties. The overall process is to create value all this while, so long it is focusing on the make up of the niche. In other words, this is also known as the making up of different segmentations within the customers or in more business like terms, market segmentation. The third business model for this paper focuses on the distribution channels model. It talks about the different retailers, wholesalers and distributors who make the process of transfer of products between the manufacturer and the customer possible. The different means and ways to get in touch with the customers is thus the responsibility of these channel members. The company’s marketing as well as the distribution strategy is completely focused upon in this business model. The fourth business model is that of customer relationships where the emphasis is on the provision of having a strong rapport with the different customers as the link thus developed would result in repeat purchases from the firm and hence the business would increase as a result of the very same. The different customer segments are touched upon in detail during this business model. At times, when different customer segments are touched upon in a detailed manner, the relevant field of study is known as the customer relationship management (CRM). The fifth model is the value configuration model that essentially looks at the internal details which are related with the configuration and different patterns of the various on going activities, tasks and processes within the business entity. Also the resources of the organization are discussed so that the relation as per its configuration is also sought in entirety. The sixth business model is the core capabilities model that takes a peek at the different capabilities and competencies present within the firm and how the same could be brought about into execution as far as the relevant business model is concerned. The seventh is the partner network model that is based on the trust and equities pattern. The relationships amongst the partners which are significant for the smooth functioning of the business are taken into consideration and hence different agreements are discussed upon under this business model. The different strategic and business alliances, mergers and acquisitions essentially come under this business model. The eighth one is the cost structure model which glances its attention towards the cost issues which are required for the smooth deployment of the related activities and processes deemed necessary for incorporating the relevant business model. The ninth business model thrives itself on the basis of the revenue thus earned and is rightly known as the revenue model. The organization’s different money making patterns are discussed under this business model and the revenue flows are also highlighted so as to account for this model. The tenth and last business model is the cultural model which takes its basis from a similar culture that is prevalent within a region and hence the facilitation the same has with the help of proximity of markets, same customer segments (more or less), similar advertising and marketing messages without the cost issues and less customization of product/service offerings towards the customers. The cultural aspect is indeed a significant business model and it could form the basis for a number of similarities that might be, say at a location within the organization’s global trade. In concluding remarks, it would be pretty fair to rationalize the stance adopted in this paper where we discussed the four factors underlining the different aspects and work basis of the managers. Also we discussed the ten different business models which are necessary for running a business and indeed the whole of the organization. We concentrated upon the exact basis which brings about the very tasks towards accomplishment and how the same can owe directly on the shoulders of the innumerable activities, processes and works. All said and done, a concerted and genuine effort is required by the relevant managers so that the new products and/or services could be studied upon with regards to their change aspects and different shaping up of the business needs and wants. Strategic change has to be managed effectively and efficiently by the managers and by all accounts it is something that the managers can best employ upon. Strategic change is for the future, it has to stay as a changing constant. BIBLIOGRAPHY AGOR, Weston H. (1989). Intuition & Strategic Planning; How Organizations Can Make Productive Decisions. The Futurist, Vol. 23 BOEKER, Warren. (1997). Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry. Administrative Science Quarterly, Vol. 42 DUKE, Shearlean. 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