cameron and green making-sense-of-change-management

The applicationsWe look at what differentiates these changes, and for each scenario weidentify which approach to managing organizational change is the mostrelevant, and look at the implications for individuals and teams. We alsogive tips and resources for managers in these situations.In this introduction we briefly review the strategic change process,identifying the elements that make a strategic change process successful.STRATEGIC CHANGE PROCESSWhen we look at Figure II.1, or probably more realistically Figure II.2, wecan see that typically the whole process begins with an internal orexternal trigger for change. In a way we compartmentalize the universein order to make sense of it. This whole book is an attempt to make orderout of the chaos we sometimes feel around change. It is very rare thatanyone could say for sure that this change began on that particular dayor at that particular meeting. But in our ideal universe these triggers forchange make us take a long hard look at the market or industry we are in,examine our customer and stakeholder relationships, and scrutinize ourorganizational capability. And as a result we review where we want to be,how we want to get there and what we need to do to get there. Wedevelop our new vision, mission and values.Now all sorts of changes may need to happen as a result of this exercise,but typically we will need to adjust one or all of the following:• the organizational structure;• the commercial approach;• the organizational culture;• the relevant processes.OVERVIEW OF STRUCTUREWe tackle all four types of change identified above. In Chapter 5 wetackle structural changes head on. This is because we observe howmany strategic changes result in structural changes, and we wanted towrite something helpful about how to make this approach work well.182