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SUCCESS FACTORS IN LEARNING & CHANGE?. Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk. Accelerating Corporate Transformations (Miles, 2010). Changes must be bold and rapid to succeed Organizational ‘speed brakes’: Cautious Management Culture

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success factors in learning change

SUCCESS FACTORS IN LEARNING & CHANGE?

Dr David Spicer

Senior Lecturer in Organisational Change

D.P.Spicer@bradford.ac.uk

accelerating corporate transformations miles 2010
Accelerating Corporate Transformations (Miles, 2010)
  • Changes must be bold and rapid to succeed
  • Organizational ‘speed brakes’:
    • Cautious Management Culture
    • Business-as-Usual Management Process
    • Initiative Gridlock
    • Recalcitrant Executives
    • Disengaged Employees
    • Loss of Focus During Execution
how to thrive in turbulent markets sull 2009
How to Thrive in Turbulent Markets (Sull 2009)
  • Agility to spot and exploit market changes:
    • Operational : Identify and seize opportunities more quickly than rivals
    • Portfolio: Shift resources into attractive opportunities
    • Strategic: Identify and seize game changing opportunities
  • Absorption to withstand market shifts:
    • Low fixed costs
    • War chest of cash
    • Diversified cash flows
    • Vast size
    • Tangible resources
    • Intangible resources
    • Customer lock-in
    • Protected core market
    • Powerful patron
    • Excess staff
champ or chump
Champ or Chump?

1

5

High

5

Dancers

Champs

AGILITY

Power-houses

Chumps

1

Low

Low

High

ABSORPTION

the ambidextrous organisation birkinshaw gibson 2005
The Ambidextrous Organisation (Birkinshaw & Gibson, 2005)

1

7

High

7

High-Performance

Country-Club

Social Support Context

Low-Performance

Burn-out

1

Low

Low

High

Performance Management Context

adaptive generative learning senge 1990
Adaptive & Generative Learning (Senge, 1990)
  • Adaptive Learning:
    • coping and dealing with the environment in new and better ways
    • propensity to work with know quantities
  • Generative Learning:
    • the development of new skills and new ways of working
    • propensity to innovate
implications
Implications
  • Innovative, change oriented, people focused and learning enabled approaches are likely to be beneficial, but not at the expense of efficiency and cost and control oriented practices.
  • The challenge for firms in maintaining and combining the strengths of the different perspectives and avoiding the pitfalls of focussing entirely upon a single approach.
  • But raises more questions?
dynamic capabilities
Dynamic Capabilities
  • “the capacity of an organization to purposefully create, extend or modify its resource base”

(Helfat et al. 2007: 4)

  • Sense and shape opportunities and threats
  • Seize opportunities
  • Enhance, combine, protect and reconfigure assets

(Teece 2007)

stages of organizational transformation after dixon et al 2010
Stages of Organizational Transformation (after Dixon et al. 2010)

Stage I

Stage III

Stage II

Leadership

Transformational

Contingent

Transactional

Organizational Learning

Awareness of Need to Change

Exploitation

Exploration

Search & Innovation

Dynamic Capabilities

Institutional Imprinting

Deployment

Sustainable Competitive Advantage

Performance

Short-term Survival

a question
A Question...
  • What capabilities are needed to sustain (your) organizations over the next 10 years?
references
References
  • Birkenshaw J. & C. Gibson (2005) The ambidextrous organization, AIM Executive Briefing, London: Advanced Institute of Management Research.
  • Dixon, S.E.A., K.E. Meyer & M. Day (2010) Stages of organizational transformation in transition economies: A dynamic capabilities approach, Journal of Management Studies 47: 416-36.
  • Helfat, C., S. Finkelstein, W.Michell, M.A. Peteraf, H. Singh, D. Teece & S. Winter (2007) Dynamic Capabilities: Understanding Strategic Change in Organizations. Malden MA: Blackwell.
  • Miles, R.H. (2010) Accelerating corporate transformations (don’t lose tour nerve), Harvard Business Review, January.
  • Senge P. (1990) The Fifth Discipline: New York: Doubleday.
  • Sull, D. (2009) How to thrive in Turbulent markets,Harvard Business Review, February.
  • Teece, D.J. (2007) Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise and performance, Strategic Management Journal 18: 504-34.