MANAGING AND

CONTROLLING
STRATEGIC CHANGE

-SARAH
 CONTENT
01 UNDERSTAND WHAT STATEGIC CHANGE MEANS.

02 RECOGNISE THE MAJOR CAUSE OF CHANGE.

03 UNDERSTAND THE STAGES OF THE CHANGE

PROCESS.

04 LEADING CHANGE VS MANAGING CHANGE

05 PROMOTING CHANGE

06 RESISTANCE TO STRATEGIC CHANGE

Understanding what stategic change
means
 -Strategic change is the ongoing adoption of business strategies in response to internal and
external pressures.
-Managers need to control change to ensure it is a positive process, guided by a clear vision, strategy,
and adaptable change management process.
-Change is constant and accelerating, requiring businesses to respond continually.

-Types of changes
Evolutionary (Incremental) Change: Slow, gradual changes over time.
Eg:Governments gradually implement stricter emissions standards (anticipated)
Unexpected rise in the price of essential components. (Unexpected).
Revolutionary (Dramatic) Change: Sudden, often unanticipated changes that cause significant disruption.
Eg:Announced changes in trade agreements or tariffs (anticipated)
Earthquakes, hurricanes, or other disasters disrupting supply chains or operations.(Unexpected)
Recognise the major causes of
change
 Major changes Examples of change Managing change
Technological advances in products (e.g. new computer games, Al and machine learning, need for labour retraining
new products and new hydrogen- powered cars) purchase of new equipment
processes (e.g. robots in production, CAD in design offices, additions to product portfolio and other products to be dropped
processes computer systems for inventory control) need for quicker product development, which may need new organisational structures and teams
Macroeconomic change: changes in consumers' disposable incomes need for flexible production systems (including staff flexibility) to cope with
fiscal <policy, interest and demand patterns that result from this demand changes
rates, fluctuations in the explain need for extra capacity or the need to rationalise
boom or recession conditions, which require deal with redundancies in ways that encourage workers who remain to accept change
business cycle
either extra capacity or rationalisation

changes to what can be sold or when (e.g. employee training on company policy, e.g. selling certain goods to children
Legal changes 24-hour licences for restaurants) flexible working hours and practices

new products encourage new ideas from employees

lower prices based on higher if employees accept the need for change, then they will accept the change
Competitors' actions competitiveness / lower costs itself
higher promotion budgets ensure resources are available to meet the challenge
Understand the stages of the
change process
 Present situation -Businesses face constant evolution due to technological
advancements, market dynamics, competitive pressures, economic shifts, and
regulatory changes.

Need for change-To remain competitive, meet new market demands, adapt
to technological advancements, improve efficiency, and align with new
regulations.
 Senior managers should follow this checklist
- New Vision and Objectives:
Why: Stay relevant and competitive.
Action: Communicate the new vision and ensure resources are in place.

-Maximum Warning of Change:

Why: Reduce resistance and anxiety.
Action: Inform employees early about upcoming changes.

-Involve Employees:
Why: Increase acceptance and gather valuable input.
Action: Engage employees in planning and implementation.
-Effective Communication:
Why: Align everyone with the change objectives.
Action: Maintain open and consistent communication.
-Introduce Initial Changes with Quick Results:
Why: Build momentum and confidence.
Action: Implement small, impactful changes that show early benefits.

-Focus on Training:
Why: Equip employees with necessary skills.
Action: Provide comprehensive training programs.

-Sell the Benefits:

Why: Increase enthusiasm and support.
Action: Clearly explain the benefits to employees and stakeholders.
-Remember Effects on Individuals:
Why: Maintain employee morale and loyalty.
Action: Use a supportive approach, communicate clearly, and provide necessary support.

-Check and Support Individual Coping:

Why: Ensure high-quality output and good customer service.
Action: Monitor individual responses and offer additional support where needed.
Leading change vs managing change
Managing Change Leading Change
Set new objectives Dynamic Leaders:
reflecting the need Energize the
for change. organization and
Allocate necessary break through
resources (finance resistance.
and labor). Motivation: Promote
Implement the change as a positive
planned actions improvement for all.
effectively. Cultural Shift:
Integrate
acceptance of
change into the
organizational
culture.
Senior Support:
Secure visible
support from senior
managers to ensure
widespread
acceptance.
 PROJECT GROUP &
PROJECT CHAMPION

Project group
groups created by an organisation to address a problem
that requires input from different specialists.

Project champion
a person appointed to support a project and drive it forward by
explaining the benefits of change and assisting and supporting
the team putting change into practice.
Promoting change
 01 02 03 04

SENSE OF URGENCY EFFECTIVE PROJECT VISION AND STRATEGY COMMUNICATE VISION

Communicate the need for TEAM Ensure all stakeholders
change and the risks of not Form a strong leadership Develop and outline a clear understand and support the
changing. team to guide the change plan for the change. vision.
 01 02 03 04

EMPOWER ACTION SHORT-TERM GAINS CONSOLIDATE GAINS CULTURAL INTEGRATION

Enable employees to Make change a natural part
participate and contribute Achieve and highlight quick Build on early successes to of the organization’s
to the change. wins to build momentum. drive further change. culture.
Resistance to change
 Fear of the Unknown:
Transparent communication about reasons and outcomes.
Involve employees in the change process.
Provide support services for anxiety. Lack of Trust:
Foster a culture of openness and honesty.
Fear of Failure: Ensure management actions align with their words.
Offer comprehensive training. Use respected employees as change champions.
Implement changes gradually.
Assign mentors to guide employees.

Losing Something of Value:

Clearly communicate the impact on individuals.
Provide incentives for adapting to changes.
Highlight career advancement opportunities.

False Beliefs About the Need for Change:

Provide data showing the necessity and benefits.
Share success stories from similar changes. CHANGE
Involve skeptics in pilot programs or feedback sessions.
Thankyou..