Anaylsis of Change

IZL hired Jack Carlisle to restructure and reorganize its Information Technology (IT) department for its growing financial services organization. Our company is overwhelmed with internal turmoil which has seen the abrupt resignation of the company's Chief Executive Officer (CEO) Chuck Hansen. The newly appointed CEO, Jim Giles, the former newly hired Chief Operating Officer (COO), seems to playing office politics and is trying to develop his own inner circle. Jack Carlisle, who is a straight shooter must assess the changes needed, both strategic and tactical, in an environment

A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].

“This case focuses on a change program and selection of an enterprise software vendor. The decision of which partner to choose to help the company change the way it purchased raised fundamental tensions within the company”.

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

A major change had been taking place in technology that had major implications for Intuit - the emergence of the Internet. The management & employees did not anticipate the way in which the market

Change is inevitable. Changing is not always welcomed but it is necessary for organizations to maintain their place in the world. Successful organizations thrive because they have a vision, a mission

“This case focuses on a change program and selection of an enterprise software vendor. The decision of which partner to choose to help the company change the way it purchased raised fundamental tensions within the company”.

National Computer Operations (NCO) was an internal, monopolizing computer support entity that was faced with a challenge which was presented by the new banks chainman. The change, which was to take effect in 2 years, was that NCO could now market externally and all the internal departments could buy computer services from outside firms (Spector, 2013, p. 73). How was the company leader, Gar Finnvold, going to overcome these changes? The following essay will discuss a step by step diagnosis for the organization, as well as, who and what tools will be utilized. Additionally, the essay will describe who and what tools will be utilized.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Resistance to change is one of the biggest barriers that organizations face in their efforts to implement organizational change. This greatly hampers the uptake of new technologies, new ways of doing work and even progress of organizations. Reviewing on this, the British Journal of

There is a multitude of reasons as to why an organization may change their culture. Some catalysts to cultural change could be such things as changes in the economy, external events, internal shortcomings, restructuring of leadership, or growth of technological capabilities. Since IBM was founded in 1911, it has undergone a multitude of cultural changes driven by each one of these factors. The 1990’s included a large cultural shift for this organization driven by a new CEO and new technological capabilities.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

Enterprise software is in the midst of a series of disruptive innovations that are fundamentally changing the economics of how software is purchased, customized and used by organizations globally today. The dynamics defined by Dr. Clayton Christensen in The Innovator's Dilemma are in full force in enterprise software, completely re-ordering the economic, legal, social and political factors of the industry. These same dynamics are fundamentally redefining how enterprise companies respond as well. Salesforce.com is a company which has been able to make full advantage of the creative destruction in The Innovator's Dilemma, while Oracle is constrained in the traditional enterprise software model of relying on maintenance revenue. These two companies anchor the continuum of competition that The Innovator's Dilemma defines and together serve as the foundation of this analysis.