BIG IS BACK

"Big Is Back-The Return Of a Corporate Giant"

"Big is Back- the Return of a Corporate Giant"

Introduction

Organizational change management refers to the practice of properly managing large, organizational changes in business. Change management is a quickly evolving practice designed to help support both managers and employers through the change process. As large changes can be very disruptive to an organization, change management seeks to minimize these impacts, while improving the efficiency of the change, and allowing the company to focus on continued growth. Managing change means making required changes in a planned and systematic fashion. As such, change management requires a variety of skills to be effective. These include managing employees and expectations, handling office or corporate politics, analyzing situations and reacting quickly to solve problems, basic business skills and understanding, and importantly, strong people skills. (Strebel, 2006, 86)

Discussion

General Motors, IBM, and Sears: three companies facing a need for dramatic change that have already tried, but failed, at major change efforts. Judging from what I've read about these three companies in the business press recently, I'm inclined to believe they are unaware of the current ideas on organizational change--including the successful efforts of many large corporations---that have been appearing in the change literature. (Schuck, 2002, 12)

The most important idea of all for companies like GM, IBM, and Sears is that those pushing for organizational improvement--whether they are external members of the board, major investors, or top executives--must deal with cultural and behavioral obstacles to change. Specifically, attempts at organizational change must consider three key features of organizational life: the firm's culture, the leadership of the change effort, and the existing network of power.

The influence of outsiders the Pan Am environment is further highlighted in a study by George Gordon (2001). He concluded that the basic assumptions and values of business organizations are influenced substantially by three outside factors: customer requirements, the competitive environment, and societal expectations. Organizations facing dynamic and complex competitive environments can be successful with cultures that are flexible and adaptable. (Golden, Hinkle, Crosby , 2008, 45)auto makers have known for some time now that they face this type of environment and must change accordingly (note Chrysler's efforts in recent years to downsize). Companies in the high-technology area, facing rapidly changing consumer demands, support cultures that call for risk-taking and individual initiative. Its culture has shown recognition of this idea since the company's inception. (Solman 2007)

"To remain successful over long periods, managers and organizations must be ambidextrous- able to implement both incremental and revolutionary change" Yahoo! began very early to take advantage of this unique opportunity called the Internet. They started by creating a comprehensive navigational guide as a platform and than aggressively built deeper and deeper offerings in content, communication and commerce off of this platform through extensive partnerships (revolutionary change). Yahoo! started, early in he market cycle, to establish their presence their brand and their culture. This revolutionary step to take a Web page or portal site and transform it in to a billion-dollar business for ...