The organization realized that competition within the industry was growing stiff and it had to do something about it to remain at the top. To accommodate the competitive components, it had to alter its organizational structure where it had to adopt new departments as a way of division of labor and specialization as opposed to the previous strategy where all related skills were clumped together to work as one. This would ensure each skill and ability can work to its maximum to contribute to a more productive outcome.
To effect the change, Kotter’s 8 step process was used. The first step was to create a sense of urgency where the management communicated the need to overcome competition as soon as possible. Secondly, influencer groups and coalitions were developed to push for the change in the organizational structure. Thirdly, the vision was developed which was to help in explaining the difference between what the new organizational structure was expected to do that was lacking in the past and the benefits of implementing it. The vision was then communicated to everyone affected by the change to ensure they all had a clue of what was expected of them in helping achieve the goals (Kotter, 2012).
Delegate your assignment to our experts and they will do the rest.
The fifth step involved eliminating obstacles such as processes that hindered the application of the new organizational structure. Short-term goals were then adopted which would eventually help in achieving the long-term ones. Short-term goals acted as a guide to avoid wandering away from the main aim of structural change which was competition. Sustaining gains was the next step where the change was consolidated and built upon which would act as a sum up to the final competitive strategy by analyzing the success of the different short-term wins. Lastly, the organizational structure was instituted and incorporated into the organizational culture (Kotter, 2012). The change proved to be effective since the various departments added in the organization were utilizing their skills undistracted, to their full maximum potentials for the competitive advantage of the organization.
When corporate America is investing in training, the most appropriate approach to use would be holacracy. Holacracy involves giving employees the chance to be curious, self-managed and enable them to make some of the decisions alone but all the same answer to the director in charge (Richmond, 2018). This would be a great platform to develop them more in that they are free to explore and enable them to be more cautious of the decisions they make as they would affect them directly.
References
Kotter, J. P. (2012). Leading Change. Boston: Harvard Business Review Press.
Richmond, S. (2018). Holacracy. Investopedia . Retrieved from https://www.investopedia.com/terms/h/holacracy.asp
