Managing Strategic Change at the Hmv Group

8681 WordsMar 10, 201235 Pages
Managing Strategic Change At The HMV Group | 1. Introduction HMV Group announced a three year strategic and operational review in March 2007. The primary purpose of this dissertation is to analyse the methods used to manage this strategic change and to discuss alternatives. The secondary focus is to assess the decision to change. At a time of change, much focus is placed upon developing strategy and not enough on the implementation and management side. It is possible that a ‘perfect strategy’ for a situation is wasted by poor implementation. A specific strategy can be developed over night, however; successful strategy implementation is a much longer process. In order to analyse HMV Group’s change management efforts, it is crucial to…show more content…
ParadoxThere are many paradoxical issues present in change management. Just one manifestation of this would be middle managers withholding information they are given to disseminate because they wish to retain their knowledgeable image; defeating the point of a middle manager. Michael E Raynor (2007) in his book entitled ‘The Strategy Paradox’ presents the idea that a successful strategy requires the full commitment of the organisation, which leads to unsuccessful performance overall; due to over commitment. Flood and Dresher’s (1950) Prisoners’ Dilemma, applied to the world of business, will also conclude that non-competition is the most effective path in the long run. Both imply that strong competition efforts eventually lead to failure – that mediocrity is the best route to follow as companies have a silent agreement to operate in a state of equilibrium. However, in the case of HMV Group, its operating industry is in decline; therefore failure is the only eventuality of a failure to compete. ContextAs identified above, much of the literature on the subject of managing strategic change has an element of paradox attached to it. The logical reason for this is that different methods depend on the circumstances the organisation is faced with. As there are no exact laws of change management, this is what makes the subject complex; but more interesting. Most of the literature aims to provide a theory for each and every eventuality;

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