In the organizational management, execution of strategic change is always hard to implement successfully. Nonetheless, excellent executions of strategic change usually challenge the conventional wisdom in these organizations. This implies that the best implementation of strategic change is not always the palpable ways that are commonly applied by most organizations.
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Therefore, it is important to acknowledge that some investment of time with an expert in the area of strategic change management is likely to propel the organization in execution of its strategic change. Therefore, as a consultant in the area of strategic change management, I provide the following coaching advice for Grunewald’s OD for its execution of strategic change.
Consultant Coaching Advice to Grunewald’s OD on Execution of Strategic Change
Implementation and execution of strategic change in any organization exposes its top management under pressure from its stakeholders to achieve their expectations. In addition, the management is required to keep and maintain organization’s competitiveness in its operating environment. Therefore, execution of strategic changes demands creation of portfolios that are desired to deliver these strategic changes.
Moreover, there is need of allocating, attracting and managing all resources that are necessary to execute these changes. For that matter, it is relatively important that Grunewald’s OD should plan for these steps early enough to guarantee its long term excellence. This is so since success in relation to execution of strategic change is likely to propel it by outperforming its competitors in the already complex market that is characterized by stiff competition.
Moreover, it is imperative to note that there are several approaches that can be used by Grunewald’s OD in its execution of strategic change. Nonetheless, most of these approaches share a variety of elements such as communication, program management and culture among others.
Notably, some of these approaches are provide functional focused solutions while some are organization wide and therefore they need organizational approach. For that matter, it is relatively important for Grunewald’s OD to develop an inclusive plan for execution of its strategic change.
Development of an Inclusive Plan for Execution Strategic Change
There are several methodologies, principles and approaches that Grunewald’s OD can apply to achieve a successful execution of its strategic change. Firstly, it is important for the organization to have a portfolio alignment for its strategic change. According to Triant and Sharon (2006), they opine that this ensures sufficient identification and subsequent prioritization of the programs that can successfully deliver strategic changes that are deemed to be executed.
Secondly, Thomas and Christopher (2008) hold that execution of strategic change becomes another crucial element in these plans since it actually delivers the benefits of the changes desired through implementation of the programs that were designed in its change portfolio.
This forms the core element of the execution process of strategic change. Therefore, it calls for more resource allocation, human resource especially the knowledge workers as opposed to skilled workers in order to gains the desired competitive edge against other players in the operating environment.
Thirdly, the execution plan needs to have capability improvement of this change. According to Thomas and Christopher (2008), capability improvement is something that needs to be continually enhanced where the desired programs that are supposed to facilitate change are identified and accomplished in the desired manner.
Nevertheless, there are several elements that need to be identified and implemented in the execution of strategic change of Grunewald’s OD. For that matter, these elements include creation and reinforcement of a positive organizational change culture that should be continuous. In relation to this, it is important for the top management of the organization to make those who would be affected by the strategic change to understand the fundamental logic and urgency that warrants strategic change.
This is important since it is designed to reduce or eliminate some degree of resistance in the execution process. In addition, this aid in achieving inspirational communication which persuades all stakeholders in the organization to acknowledge and support Grunewald’s OD’s new direction which in so doing create a conducive culture for strategic change.
Furthermore, another crucial element in the execution of strategic change is for the management of Grunewald’s OD to understand the content and drivers of every change program right from the initial stages of their lifecycle.
However, according to Tichy (2009), the top executives of the organization may not be in a position in identifying and defining these change programs. Therefore, it is important for them to involve middle level managers who will be the ones concerned with execution of these strategic change in the respect divisions or units.
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Moreover, it is also important to acknowledge that it is imperative for both middle and top management to have an early strategic diagnosis of the operating environment where Grunewald’s OD’s opportunities and problems must be understood. This is important since it helps to carry out execution process of strategic change with full information of the operating environment.
In addition, according to Tichy (2009), it is relatively important to align and filter programs that are related to strategic goals which in turn help to create a change portfolio. In relation to this element, it is acknowledged that organization in most case usually have limited resources and time that can be devoted to execution of strategic change and therefore Grunewald’s OD can not be exceptional. For that matter, it is relatively important that change programs should be evaluated and prioritized.
Nonetheless, this requires efficient and effective filtering and alignment since there are usually several programs that are postulated to be pursued by the organization in their execution process. Nevertheless, there is need to have a communication program that should help in nurturing stakeholders confidence in the execution process of this strategic change.
Moreover, according to Elaine (2011), it is also relevant to develop a good and detailed business case that should seek approval for every change program from all top management in order to give it a go a head in its execution process. Usually, a business case normally shows how the planned programs will positively contribute to the attainment of strategic goals.
For instance, it provides benefits that will be derived from proposed change programs, it identifies necessary changes in the organization and it also identifies parties who will be answerable in the implementation process and deliverance of these benefits.
Additionally, Thomas and Christopher (2008) provide that it is important for the organization to establish governance and accountability of every change program. With respect to this, it is important for the top management who are responsible for execution of strategic change to practice a high degree of transparency and accountability in their execution process.
This helps to build trust among organization’s stakeholders which in turn acts as a recipe for its successfulness. Nonetheless, an execution process that is characterized with malpractice is likely to lose stakeholders support thus jeopardizing the entire execution process.
Nonetheless, it is acknowledged by Thomas and Christopher (2008) that for the execution process of strategic change to be termed successful, it is imperative that constant review should be done.
Nonetheless, learning and efforts geared towards improving the capability of this strategic change should also be executed. For the organization to remain relevant in the fast changing market environment, it is imperative that it should regularly review its execution process of strategic change to ensure that it remains competitively viable in the market.
In conclusion, the best execution approaches in strategic change should harmonize and integrates several management elements as identified in the coaching advice. For that matter, when these elements are followed and executed as outlined, they are desired to propel Grunewald’s OD to successfulness following the best approaches provided for execution of its strategic change.
Elaine, B. (2011). The 2011 Pfeiffer Anuall: Consulting. London: John Wiey & Sons, Inc.
Thomas, G.C. & Christopher, G. (2008). Organizational Development & Change.9th ed. U.S: South-Western Cengage Learning.
Tichy, N.M. (2009). Managing Strategic Change: Technical; Political and Cultural Dynamics. London: John Wiey & Sons, Inc.
Triant, G.F. & Sharon, L.O. (2006). Designing and Executing Strategy in Aviation Management. England: Ashgate.