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You can never step into the same river twice. Heraclitus

You can never step into the same river twice. Heraclitus California sunlight, sweet Calcutta rain, Honolulu starbright, the song remains the same. Led Zeppelin Wisdom lies neither in fixity nor in change, but in the dialectic between the two. Octavio Paz, Mexican Poet. .

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You can never step into the same river twice. Heraclitus

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  1. You can never step into the same river twice. Heraclitus California sunlight, sweet Calcutta rain, Honolulu starbright, the song remains the same. Led Zeppelin Wisdom lies neither in fixity nor in change, but in the dialectic between the two. Octavio Paz, Mexican Poet

  2. 1. What are the key elements of managing strategic change in the luxury brands sector? 2. What has made Kim Winser such an effective manager of change at Pringle?

  3. 1. What were the change needs facing ICI by the time Harvey-Jones took up the reins? How would you subsequently describe Harvey-Jones’ change management approach? 2. Can you use Mintzberg and Westley’s framework to suggest why it was important for Harvey-Jones to shift the culture of ICI?...

  4. 3. How would you characterize Harvey-Jones change leadership locus according to Leavy and Wilson’s scale? 4. Can you use Kotter’s 8-step model of change to outline Harvey-Jones strategy for changing ICI? 5. Why do you think Harvey-Jones was a more successful change agent than his predecessors had been at ICI?

  5. 1. How would you characterise the strategy for change outlined in this case using Kotter and Schesinger’s framework (reproduced in figure 9.6)? 2. Outline the reasons why you think this sort of change strategy worked in this case? 3. In what other situations to you think a strategy like this might be usefully applied? And, in what sort of situations do you think another strategy might be more appropriate?

  6. 1. Suggest why Reliant was declining prior to Haynes’ arrival? 2. What barriers or resistance to change did Haynes encounter? 3. Why did Haynes have to take a more of a revolutionary or transformational approach rather than an evolutionary one? 4. Despite the more revolutionary process outlined in this case, what aspects of Reliant’s past would you look to try and continue with into the future? Give reasons why. 5. Outline Haynes’ change strategy and suggest why you believe it was successful in this instance?

  7. 1. Why can evolutionary approaches to strategic change be more successful than revolutionary approaches? 2. If you were involved in managing change in these organisations how would you look to incorporate myths or stories from the organizations’ pasts as they move into the future?

  8. 3. Why do managers of business orgs often favour revolutionary rather than evolutionary approaches to change, and more tangible things like structures or technology than less tangible things like stories? 4. In hindsight, do you think that Houlier should have taken a more revolutionary or transformation approach to improving Liverpool FC’s fortunes?

  9. 1. What are the drivers for change at the three churches? 2. What are the barriers to change? 3. What ways forward can you suggest for the new vicar?

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