Managing organizational change and innovation pdf

Since the mids, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale.

Change is inevitable in the life of an organisation. They should either change or die, there is no third alternative. Organizations that learn and cope with change will thrive and flourish and others who fail to do so will be wiped out. The major forces which make the changes not only desirable but inevitable are technological, economic, political, social, legal, international and labour market environments. Recent surveys of some major organizations around the world have shown that all successful organizations are continuously interacting with the environment and making changes in the structural design or philosophy or policies or strategies as the need be. Instead, the issue is how managers cope with the inevitable barrage of changes that confront them daily in attempting to keep their organizations viable and current. Otherwise the organizations will find it difficult or impossible to survive.