In “The Corus Case Study: Developing a Stronger Customer Focus,” I think Corus utilized the developmental change strategy approach. The developmental change strategy approach involves the improvement of existing business operations. It, therefore, entails improving the methods and processes of operation, the skills of the people involved, the conditions of work, and the standards of performance. A good classic example of a developmental change strategy approach is the Continuous Improvement used by Corus.
I think a transitional change strategy approach would have also worked better to ensure Corus’s goal achievement. A transitional change involves replacing the existing system with a new system. This change approach is a bit more complex and prone to employees’ discomfort and disturbance. However, unlike continuous change, transitional change is more planned, episodic, and radical (Ackerman, 2010). It is also said to be intentional. It involves visualizing the organization’s desired state before the change is finalized. Therefore, the transitional change strategy approach impacts both the people and their levels of skills.
However, it barely interferes with the underlying cultural values of the organization. The process of transitional change begins before the actual change is given effect. Thus, effective communication among the primary stakeholders, whether directly or indirectly involved, is recommended. Effective communication should assure the employees of the safety of their jobs, include the stakeholders’ contributions in giving effect to the change, and update the staff on the progress of change.
It should also show how the organization is the staff throughout the entire process of transitional change, including offering training on the new system underway. This appears to be a better option for Corus since it seeks to differentiate itself from its competitors and meet its customers needs. Re-organization, for instance, provides efficiency in production and service delivery through the distribution of risks and maximization of profits. The classic examples of transitional change include simple mergers and acquisitions, re-organizations, and other implementations of technology that do not require abolishing the organization’s cultural values.
References
Anderson and Ackerman (2010). Development, Transition, or Transformation: The Question of Change in Organizations.