Chapter 19

Continuous Change

Chapter 20
Trans organizational Change
Jocelyn Roxas
MBA103

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 Continuous Change
 nonstop process of strategizing,
designing, and implementing

 address the underlying structures, processes,

and activities for generating new forms of
competitive advantage.

 focus on learning, changing,

and adapting on how to produce a constant
flow of new strategies and designs and not
just on how to transform existing ones

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ORGANIZATIONS STRATEGY
STATIC STRATEGY DYNAMIC
(TRADITIONAL)
STRATEGY

S
STRENGTHS
W
WEAKNESSE
SWOT S

T
ANALYSI
O S

Competitive Logic
OPPORTUNITIE THREATS
Goals Organization
S
Action Plan
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Continuous Change Intervention
S EL F- D ES I G N I N G
O R G A N I ZATI O N S
 Change behaviors by changing
organization design.

 5 stage process in self-design

 Clarifying the strategy

 Laying the foundation.

 Creating design criteria

 Designing

 Implementing and assessing.

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Continuous Change Intervention
L EA RN I N G
O RG A N I Z AT I O N S
 Focus on changing behaviors by
developing the way people solve
problems and address opportunities

 4 interrelated activities

 Discovery

 Invention

 Production

 Generalization

EA
BRIGHT ID 5
Continuous Change Intervention
BU I LT- TO - CH A N G E
O R G A N I ZATI O N S
 Develop and use knowledge to change
and improve continually.

 Designed for change, not stability.

 3 initiatives that help the transition

 Reframe culture as a facilitator of

change.
 Redefine organization design
components for flexibility
 Build an orchestration capability.

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 Transorganizational Change
Transorganizational
 collective relationships of a variety of stakeholders to accomplish
something beyond the capability of any single organization 

Transorganizational System
 collection of organizations that have agreed to work interdependently to
accomplish a task too large in scope for a single organization
o relationships among member organizations are loosely coupled
o leadership and power are dispersed among autonomous organizations
o commitment and membership are constantly being assessed

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Network Intervention – Merger & Acquisition
MERGER
- refers to the integration of two previously independent
organizations into a completely new organization

ACQUISITION Universal Robina Corp &

- involves the purchase of one organization by Century Pacific Food’s Corp, 
another for integration into the acquiring organization 2GO
SM &
MERGER AND ACQUISITION
- the consolidation of companies or assets through various
types of financial transactions including merger, acquisitions, Land Bank of the
Philippines &
purchase of assts & management acquisition Postal Savings B
ank 

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Network Intervention – Strategic Alliance

STRATEGIC ALLIANCE
- any collaborative effort between two or more organizations, Uber & Spotif
including licensing agreements, franchises, long-term y
contracts, and joint ventures

Apple Pay and

MasterCard

Target and Starbucks

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Network Intervention – Networking Royale
Busines
s Club

NETWORKING
- is the sharing of information or services between people,
businesses, or groups. It is also a way for individuals to grow
their relationships for their job or business.

FRO
NETWORK N TRO
W
MARKETING

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 In this past changing environment, the organization must adapt
dynamic change otherwise the business have high risk of
TAKE AWAY potential failure. Organization should choose an efficient and
effective strategy applicable to their business on how to improve.

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Thank You
Jocelyn Roxas

MBA103

Tuesday, February 2, 20XX Sample Footer Text 12