For change to be successful, implementation efforts need to fit the organisational context. There is no simple ‘off the shelf’ approach that will work for all organisations. Balogun and Hope Hailey suggest that there are a number of contextual features that should be considered before an implementation approach (for example a style of leadership) for the change is determined.
For change to be successful, implementation efforts need to fit the organisational context. There is no simple ‘off the shelf’ approach that will work for all organisations. Balogun and Hope Hailey suggest that there are a number of contextual features that should be considered before an implementation approach (for example a style of leadership) for the change is determined:
Contextual features:
- Time – is there time for longer term strategic development or does the firm have to react quickly to a crisis?
- Scope – how much of the organisation will be affected? Is the change best described as realignment or transformation?
- Preservation – which aspects of working, culture, competences and people need to be retained?
- Diversity – the need to recognise that different departments (e.g., marketing and R&D) may have different sub-cultures.
- Capability – whether abilities exist to cope with the change. These can be on an individual, managerial or organisational level.
- Capacity – are resources (e.g.,money, managerial time) available to invest in the change process?
- Readiness – are staff aware of the need for change and are they committed to that change?
- Power – how much authority and autonomy do change agents have to make proposed changes?
