Until now, change in business has been an either-or proposition: either quickly create economic value for shareholders or patiently develop an open, trusting corporate culture long term. Managers flounder in an alphabet soup of change methods, drowning in conflicting advice. Change efforts exact a heavy toll—human and economic—as companies flail from one change method to another. Then, carefully and simultaneously balance these very different approaches. Employees distrust leaders who alternate between nurturing and cutthroat behavior. The new economy has ushered in great business opportunities—and great turmoil.
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Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture.
Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O.
The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations. How people fit in at work: systematic review of the association between person-organisation and person-group fit with staff outcomes in healthcare.
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Cracking the Code of Change Essay (Critical Writing)
Keywords: Change ;. Beer, Michael, and Nitin Nohria. Article Chief Executive March 18, Michael Beer. Article ChangeThis blog January 22, Making Honest Conversations the Norm. Book
Cracking the code of change.
Organisational change management is crucial to business change and particularly to those projects that involve technology. This article is the first of three building on my previous MBA research and looks at some key theories of change. The second article reviews step by step models to implementing and the third proposes a hybrid approach to achieve greater success. Why change fails? However, John Kotter as known by many for his Harvard Business School books and articles asserted that individual resistance is actually quite rare. People do not necessarily resist change, but instead resist the possible loss of status, pay, or comfort associated with the change.
Cracking the Code of Change
The authors present two theories that can support the process of change. The article encourages business firms to use the best change models in order to emerge successful. Theory E Change focuses on the economic returns and values of a business. The approach can force an organization to retrench its employees. The second approach is called Theory O Change. The approach encourages many employees to form new teams. Such workers also embrace the power of communication.