Platt Perspective on Business and Technology

Connecting everywhere and all the time, and its impact on structure in markets and organizations – 7: transitioning through change as a strategic, operational initiative – 4

Posted in business and convergent technologies, strategy and planning by Timothy Platt on October 5, 2011

This is my seventh installment in a series on structure and organization, and how they are going to have to change in response to our rapidly emerging capabilities of ubiquitous computing and communications. As a part of this, the series has also become something of a light digression into change management and its impetus, there with an intended focus on how our developing capabilities for ubiquitous computing and communications will affect that too (see Business Strategy and Operations, postings 187, 189, 190, 193, 197 and 200.) Given the breadth and nature of the topic area that this series discusses, my first sentence descriptions of it have shifted a bit as I have assembled it. This posting is going to finish a basic, core-issues change management discussion and I will turn in it to discuss organizations that have gone into gradual decline.

I really began this part of the discussion in Part 6 where I gave a brief case study accounting of the downfall of a business that I have chosen to refer to as the Tergus Corporation (Latin for leather, as this was a leather goods manufacturer).

• How do you know when a business or other organization is getting into the type of trouble that would call for organized, systematic change management?
• How do you effectively prioritize and plan out what has to be done to affect corrective change?
• How do you convince necessary stakeholders that this needs to be done, and how do you develop a positive buy-in on how to do it – even when that would cut into their power bases and organizational fiefdoms?
• How do you benchmark what you are doing and measure to determine what is working and what isn’t, and to what degree? Change management is always a process of correction and fine tuning and adjustment, and further correction. That depends on ongoing, effective review and assessment processes.

Thick books have been written systematically addressing these and related questions, and I may very well return to them as a specific organized posting series. For here and now I will simply note that there are processes and approaches that change managers pursue as they seek to change manage organizations in serious need for that. And effective change management can only be achieved as a collaborative effort with ongoing if sometimes a bit reluctant agreement and support. That means negotiations and it means networking and communications – areas that ubiquitous computing and communications preeminently seek to enhance and expand upon.

This series is about structure and organization, and it is about change and optimization, or at least about improvement. And in my next installment I am going to specifically focus on the “connecting everywhere and all the time” part of the series title that I have been working towards but that I have not really discussed up to now – and I will be discussing how this set of topics will be reframed and reconsidered in the light of ubiquitous computing and communications and both within the organization and between it and its marketplaces and surrounding communities.

You can find this and related postings in Business Strategy and Operations and its continuation page, and also in Ubiquitous Computing and Communications – everywhere all the time.

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