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Strategies for Change "Why Change Programs Don’t Produce Change" Just as you have learned throughout this course, change doesn’t happen in an instant. No matter which method of change you adopt, it re
Strategies for Change
"Why Change Programs Don’t Produce Change"
Just as you have learned throughout this course, change doesn’t happen in an instant. No matter which method of change you adopt, it requires various steps. Breaking change down into more manageable steps will increase the likelihood of success as well as organized, controlled change.
Initial Post Instructions
Read “Why Change Programs Don’t Produce Change” then review the summary of the three C’s of change (commitment, coordination, and competency).
How do innovation, technology, and the concept of “going green” all pertain to the concepts of strategies for organizational change? Are innovation, technology and “green” efforts important considerations in the study of change? Why or why not? Use and cite a minimum of three scholarly references beyond the texts used in the course to defend your reasoning.
Follow Up Posts 75-150 words
After your initial post, read over the items posted by your peers and your instructor. Select at least two different posts, and address the following items in your responses:
i. Share additional insights on the external factors driving change. What other issues relate to those introduced by your peers?
ii. Do you agree with your peer’s assessment of the urgency for change? Why or why not?
Chad Watkins
Change management is a difficult task that comes with a multitude of challenges. Appropriate planning and research can lead to a successful change initiative. The number of increased steps in the change management process correlates to an implementation plan that is less drastic. Change programs do not independently produce change. The change comes from the cooperation of key stakeholders that are committed to achieve goals.
Innovation, technology, and the concept of going green are all important aspects of incorporating organizational change. Being green is no longer a cost of doing business; it is a catalyst for innovation, market opportunity, and wealth creation (Clarke, 1994). Consumers are motivated by environment friendly innovations. This provides an exceptional marketing opportunities that can garner support of key stakeholders for change. Green innovation in the terms of launching first to the industry green products and sustainable process breakthroughs provide an organization an opportunity for cost savings, access to new markets, and increased sales (Lampikoski, 2012). Incorporating the use of renewable energy sources add value to the organization and the consumer perception. Developing a strategy that incorporates going green is important in establishing sustainability in today’s market.
Innovation technology is at the forefront of business expansion in today’s market. Technology provides the ability to improve accuracy, productivity, efficiencies, and reduce costs. Organization development is essentially about breeding greater efficiency through the integration of artificial technology and robotics in the workplace (Wroblewski, 2018). There is the capability for businesses to achieve tremendous efficiencies secondary to new strategies that incorporate new technology. Organizational leaders should incorporate creative thinking to drive new strategies that will positively impact the market.
References:
Clarke, R., Stavins, R., Greeno, L, Bavaria, J., Cairncross, F., The Challenge of Going Green. Harvard Business Review. August, 1994.
Lampikoski, T., Green, Innovative, and Profitable: A Case Study of Managerial Capabilities at Interface, Technology Innovation. November, 2012.
Wroblewski, M., Technology’s Impact on Organizational Changes. Small Business Chronicles. December 21, 2018.
Sylvester Lloyd
Innovation, technology, and the concept of going green is very important when leaders uses good strategies moving forward toward organizational change, and it becomes the responsibility of new and present leaders to ensure change in the organization are maintained and building an effective team to get the job done. Having the correct skills to lead in organizational change is also very important because it involves not just the business but the employees, the stakeholders, the communities and more. Ensuring all employees are involved in innovation, technology, and going green will make their jobs easier and more relaxing feeling good about change dealing with Corporate Social Responsibilities. Leaders should always be willing and have the ability ensure strategies are in place to assist in protecting the environment in innovation, technology, and going green. Example: Before retiring from active duty the Army had established teams in all installations gearing toward innovation, technology, going green, social responsibilities, and more helping to reduce a renewable source of energy toward the global warming, and it was a very good feeling leading that involved other Soldiers toward a responsibility of making a difference. Innovation, technology, and going green effort are important in the environment we live in today. With all that’s taking place in this world today and on the environment, it’s no wonder streets in neighbor hoods are collapsing or foundations around your homes are caving in just naming a few. This is all because too much government and red tape and special interest groups and less attention given to the environment for real change for the present and for the future. The three C’s, commitment, coordination, and competency is important and if done the correct way, not only does it makes a difference in change on the environment but more especially the people, our children, grandchildren, and better businesses.
Miles, R. E., Snow, C. (1986). Organizations: New Concepts for new forms. California Management Review. 28(3), 62-73. https://doi.org/10.2307/41165202
Stenberg, A.-C. (2007). Green ideas traveling across organizational boundaries. Building research & information, 35(5), 501-513. https://doi.org/10.1080/09613210601132603
Paicic I., Buchmeister, B. & Polajar, A. (2010). Analysis of Innovation Concepts in Slovenian Manufacturing Companies. 56(12), 803-810. Retrieved from http:search.ebscohost.com/login.aspx?
