Managing change

Change and stability

in the business entreprise

Michel Villette

(c) Michel Villette 2005 1

 Course Objectives:
 International organizations succeed by managing products,
processes, employees, competitors and customers across
borders. To do that, they need to get their structures right and
their strategies on track. They no more need perpetual change
than they need perpetual stability : The trick is to balance change
with stability.
 In this course we will go beyond formulation of intended
strategy. We will take into account the human side of
organization and analyse management techniques in their social
and cultural contexts. We will focus on emerging strategies and
consider their strange and sometimes paradoxical relations with
intended strategy.

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 summary
Introduction : Failure as an usual output of reformation
5 Designing the change process
1 Limits to voluntary change  Defining the goal : the scrabble syndrome
 Unsuccessful attempt  Who is right ? Change process as a trial
 The quest for the appropriate representatives
 Irrelevant attempt
 The quest for relevant measurement
 Involuntary changes  Enrolling allies
 Simulated changes  Rewarding allies
 Overwhelming failure : the emotional dimension
2 Different types of change 6 Communicating on change project
 Dealing with identity, process or product
 Incremental versus revolutionary 7 . Learning and unlearning from change
 To become a champion or just to survive ?  Learning from a business situation
 Changing to conform or changing the norms ?  Change as an obstacle to learn
 Despotic or based on subsidiarity  Change as an opportunity to learn
8 Why always pretending to change ?
3 Preparing the organization to change  The Mystic of progress and reformation
 Organizational inertia  The ecological-rational argument
 Developing anticipation  The power argument
 Intelligence and strategy  Stability as a goal ?
 Assessing the need to change, or not.
 Changing before, with or after the others ?
 Developing agility
 Slack versus efficiency Conclusion : change, a mater of harmony, rhythm and collective
4 Leading change improvisation
 The jazz band as a model of cooperation-competition
 Who is going to lead ?
 Jazz standards as a framework
 The economic-rational argument
 Tacit common knowledge
 The psychological argument
 Implicit leadership
 The leadership-emotional argument
 Repetitions, improvisation and innovation

 Bibliography
 Index

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 Transforming Organizations :
Why firms fail ?
 In too many situations the improvements have been
disappointing and the carnage has been appalling, with
wasted resources and burned-out, scared, or frustrated
employees.
 To some degree, the downside of change is inevitable.
Whenever human communities are forced to adjust to
shifting conditions, pain is ever present.
 But a significant amount of the waste and anguish is
avoidable…

Discuss the yellow words, give examples

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 summary
1. Involontary changes that are taking place.
2. The need for volontary changes
3. Organizational inertia
4. Limits to volontary change
5. Managing the change process
6. The role of top management
7. Developping organizationnal agility
8. Avoiding repetitive change syndrome

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 Short run unvolontary change
John P. Kotter, Organizational Dynamics, Addison-Westley, 1978.

 Demand drops, causing incoming orders to go down,

 Deliveries go down and shipments to inventory goes up,
 Top management is alerted by the control system,
 Top management slow production and reduce the work force,
 The production plan is changed, people are laid off, and the « no large
layoff » belief is shattered.
 These changes cause the production process to slow,
 Shipments exceed production, causing inventories to go down,
 The system restabilizes with the states of five of the elements changed…
 …But a strike take place…
 Etc.

 Exercise : Make a graphic modelisation of this process

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 Moderate-run dynamics
John P. K otter, Organizational Dynamics, Addison-Westley, 1978.

 Nonalignment between top management and social body :

 A new president come from outside. After two months, the president and
management began to fight. After eight months, the president resigned.
 Nonalignment between formal Organizational Arrangements, employees
profile and environment.
 A large company had lived in a stable task environment for nearly twenty years.
 Within a two-year period, the environment became very volatile.
 Top management discovered that the elaborate procedures and well-structured
hierarchy hindered the organization’s efforts to cope with the new non-routine
demands placed on it…
 The type of employee and manager hired and promoted for years found the
ambiguity in the new situation threatening and reacted very defensively : top
management began to hire a different type of person…
 Other examples of nonalignment…

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Alignments and nonalignments
John P. Kotter, Organizational Dynamics, Addison-Westley, 1978.

Employees

Corporate culture Formal stucture

Operating
processes

Top management
Technology and dominant coalition
External
environment

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 Long-run dynamics

 What are the driving forces ?

 Young entreprise : The entrepreneur and dominant coalition
 High technology industries : the technology
 Very competitive, yet mature industries : the market
 Very Old, well-established organizations : the internal social system and
the formal organizational arrangements.
 …Whatever direction they move in, the other elements « follow »
in order to remain aligned.
 But, is this « alignement » relevant ? Does-it fit whith the
inevitable external and internal changes ?

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 Forces driving the need for major change in organizations ?
Technological change International Economic Maturation of Markets Fall of Communist
Integration in Developed Countries and socialist regimes
Communication

Transportation Fewer tariffs (gatt) Slowerdomestic growth More countires linked to the
Networks connecting people Currencies linked via floating More aggressive exporters capitalist system
globally exchange rates More deregulation More privatization
More global capital flows

The Globalization of markets and competition

More Hazards More opportunities

More competition Bigger markets
Increased speed Fewer barriers

More large-scale change in organizations

To avoid hazards and/or capitalize on opportunities, firms must become stronger competitors.
Typical transformation methods include :
Reengineering ; restructuring ; quality programs ; mergers and acquisitions;
Costs reduction ;productivity program; Strategic change ; organizationnal learning, …

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 The need for adaptability
 The key to an organization’s long-run survival and prosperity
lies in its ability to adapt to inevitable external and internal
changes.
1. Elements change over time and are all interdependent such that changes
in one tend to affect all the others, so numerous changes in the system
are inevitable over the long run.
2. Change can esily create nonalignments.
3. Nonalignments, when not corrected quickly, drain energy out of the
system.
4. Therefore, unless an organization has an unlimited supply of surplus
matter/energy, its ability to correct nonalignments ( that is, to adapt) will
directly affect its prosperity and survival over the long run.

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 Seuls les paranoïaques survivent.1
Andrew Grove,

 Soit un groupe de randonneurs en montagne…

 Un « oiseau de mauvais augure » demande si l’on est bien sur le
bon chemin.
 Le chef de file lui fait signe de se taire et l’on continue à
marcher…
 A mesure que l’on avance sans trouver les repères attendus,
l’inquiétude grandit.
 Il arrive un moment où le chef de file s’arrête et reconnaît à
contre-cœur, en se grattant la tête que l’on s’est effectivement
perdu.
 En affaires, l’équivalent de ce moment est le point d’inflexion
stratégique

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 Seuls les paranoïaques survivent.2
Andrew Grove,

 Une entreprise doit cultiver sa capacité à déceler à temps une

modification radicale de son paysage stratégique : identifier les
« points d’inflexion stratégique ».
 Encourager le débat interne, cultiver la diversité, l’écoute des clients.
 Ne pas confondre un simple « bruit » avec un vrai « signal ».
 Si nécessaire réagir très vite et très fort.

Attention : Le dirigeant est le plus mal placé pour perçevoir et

interpréter le signal, mais une fois le signal reçu, il est le seul à
pouvoir lever l’ambiguïté dans l’interprétation des signes et
piloter une réaction assez rapide et vigoureuse.

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 « Stratégie de changement »
une formule dont le sens varie selon le contexte.

Horizon de survie long

A B

PERTES PROFITS

C D

Horizon de survie court

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 Stratégies de changement :
approche par la comptabilité analytique
Cas N°1 Cas N°2 Cas N°3 Cas N°4

CA

- CVD <0 >0 >0 >0

- CFD <0 <0 >0 >0
- CFI <0 <0 <0 >0
= R net <0 <0 <0 >0

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 Difficulté des firmes leaders à prévoir les
évolutions et à s’y adapter
Rumelt R.P. « Inertia and transformation », Strategic Management Society Conference, 1994.

Les leaders du logiciel bureautique de 1979 à 1994 :

1: apparition de la 2 : capacités de 3 :Interface graphique

classe de produit programmation standardisée
étendues

Traitement de Wordstar Wordperfect Word pour

texte Wordstar international Wordperfect Corp.
Windows
Microsoft Corp.

Tableur Visicalc Lotus 1-2-3 Excel pour

VisiCorp. Lotus Developement Corp. Windows
Microsoft Corp.

Base de dBase Paradox 3-4 Access pour

données Ashton Tate Borland International Windows
Microsoft Corp.

(c) Michel Villette 2005 16

 Agility (Plasticity) and Inertia
(Rumelt, 1994)

 Agility : « The assumption that firms readily

respond to exogenous shocks and changes in
competitive conditions. »

 Inertia : « The strong persistence of existing

forms and functions. »

Discussion : is « Inertia » an appropriate metaphor ?

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 Les sources de l’inertie de la firme
(D’après Rumelt, 1995)

 Aveuglement sur les évolutions de l’environnement

 Myopie
 Orgueil et dénégation
 Prêt-à-penser. Conformisme de la culture d’entreprise.
 Faible intérêt à répliquer
 Les coûts directs du changement effraient.
 Préférence pour les économies d’échelle, la standardisation, la baisse des prix.
 Peur de la cannibalisation.
 Incapacité à apporter une réponse efficace
 Vitesse et sophistication de l’attaque
 Manque de compétences et de capacités technologiques
 Direction défaillante,divisée, instable, affaiblie.
 Scepticisme ou fatalisme des employés, découragement des cadres opérationnels.
 Contradictions paralysantes
 Organisation, structure, procédures, système de reporting bloquent le changement
 Principes, valeurs et cultures incompatibles
 Blocages politiques
 Soutien excessif du pouvoir politique à la stratégie actuelle (reglementation, subventions, commandes publiques…)
 Influence de groupe de pression externes

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 SUBCONTRACT TO CONCENTRATE
ON THE CORE BUSINESS :
THE OUTSOURCING MATRIX
NO WORK professional EXTERNAL PERSONNE
NEEDED SERVICES WORKFORCE L
NEEDED
NO 1 2 3 4
EQUIPMENT

BUY a 5 6 7 8
ready made
PRODUCT

RENT 9 10 11 12
EQUIPMENT

BUY YOUR OWN 13 14 15 16

EQUIPMENT

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 Pay for performance system in Iran
 The General manager of Bristol Iran, American by birth and education, was quite
impressed in 1978 by the results ot the ne remuneration system in the U.S. and Europe.
He discussed with his Personnel Manager how the system could be introduced for the
Iranian Sales-staff. The personnel Manager was quite reserved about the proposed
system, since Iranian society was not quite used to this type of pay system. However,
on the other hand he realised that in wie of the relatively poor economic conditions of
Iranian families, salesmen could use an extra financial incentive. Finally, it was agreed
that the pay for performance system as it was designed in the States, should be
gradually introduced in Bristol Iran.
 After a difficult perid of introduction of the system to the Iranian sales workforce, the
third quarter results indeed showed a significant increase in sales compared to the
other Middle Eastern countries. However, in the fourth quarter of the introductory
year sales figures fell to a level unprededented. Nevertheless, Hearquarters in St. Louis
advised local management in Iran that it should pursue the pay for performance
system for a further period.
 However, the sales results remained quite disappointing for another four quarters,
dropping far below “normal” Middle Eastern levels. The General Manager took the
issue to the States not knowing the cause of this fierce drop, other than that a
significant number of Iranian Salesmen had Quit for comparable jobs in the region.

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 Why improvement programs fail ?
Robert S. Kaufman, Sloan Management Review, Fall 1992, p. 83-93

 4 managerial contradictions :
1. Does the improvement plan provides a context for determining
priorities, and joining departments in a common mission ?
 Ex : maintenance/ production dilemma
2. Are management’s actions consistent with its new goals ?
 Ex: « communication meeting, without communication.
3. Do Incentives conflict with the program’s goals ?
 Ex : «
4. Are organizational structure consistent with operations imperatives ?
 Ex : «

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Area for formulation of global corporate
objectives :
 Profitability  Finance
 Level of profits  Financing of foreign affiliates
 Return on assets investment equity, sales  Local borrowing
 Yearly profit growth  Taxation : minimizing tax burden globally
 Yearly earnings per share growth  Optimum capital structure
 Marketing  Foreign exchange management- minimizing losses from foreign
 Total sales volume fluctuations
 Market share –worldwide, region, country  Technology
 Growth in sales volume  Type of technology to be transferred aboard;
 Growth in market share  Adaptation of technology to local needs and circumstances
Integration of contry markets for marketing efficiency

and effectiveness.  Host Gouvernment Relations
 Adapting affiliate plans to host governement developmental plans
 Production  Adherence to local laws, costums and ethical standards
 Ratio of foreign to domestic production volume
 Economics of scale via international production  Personnel
integration  Development of managers with global orientation
 Quality and cost control  Management development of host country nationals
 Introduction of cost efficient production methods  Research and Development
 Doing or buying  Innovation of patentable products
 Innovation of patentable production technology
 Geographical dispersion of research and development
laboratories.

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 Research by Gates and Egelhoff, 1986,
« Centralization In Headqharters-subsidiary relations »,
Journal of International Business Studies
 If a subsidiary has to face à more dynamic
environment :
 rapide product change
 rapid competitive climate change

then, more autonomy.

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 New Contracts : the key to change.
Paul Strebel, European Management Journal, Vol 11,N°4 december 1993, p. 397-402

 Proposition 1 : If an individual is to change, he/she must be offered a new

contract that is more attractive than his/her existing contract net of switching
costs.
 Proposition 2 : When the benefits of the new and existing contracts are
balanced, switching costs block contract revision.
 Proposition 3 : If a change process is to succeed, it must create enough value
to provide attractive new contracts for all the necessary players.

 Implications :
 Reducing the value of existing contracts by pressure or constraints…
 Reducing switching costs by advice, good organization, training…
 Enhancing the value of the new contract by incentives, participation,
empowerment…

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 Conditions for a good practice
implementation ?

Support form inside and

Clear definition
outside the organization
Of what is good

Clear explanations
Implementation
of how to implement
of the good
the good practice
Psychological practice
Security of the
implementation’team

Evidence of the Mesurement

Efficiency of the of the implementation
Threats
Good practice success
to the usual
practices

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 Leading change
John P. Kotter, Havard Business School Press, 1996.

1. Créer un sentiment d’urgence et d’insécurité

2. Former une coalition puissante

 Choisir les bons alliés : expertise, leadership, crédibilité, cohésion de l’équipe.
3. Développer une vision crédible et désirable
 Imaginable, désirable, faisable, éclairante, souple.
4. Communiquer la vision
 Des phrases simples, des canaux multiples, répéter, montrer l’exemple, dialoguer, répondre aux objections.
5. Lever les obstacles au changement
 Adapter les stuctures et les systèmes de gestion, former, informer…
6. Démontrer des résultats à court terme
 Montrer vite des résultats tangibles de l’efficacité des nouvelles méthodes
7. Bâtir sur les premiers résultats pour accélérer le changement.
 Maintenir le sentiment d’urgence
 Rendre les projets dépendants les uns des autres.
8. Ancrer les nouvelles pratiques dans la culture d’entreprise.
 Montrer le lien entre nouveaux comportements et amélioration des performances
 Rendre hommage à l’ancienne culture et l’inscrire dans le passé
 Proposer des portes de sortie à ceux qui refusent les évolutions
 Veiller à ne promouvoir aucun manager qui ne partage pas fortement les nouvelles valeurs

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 Change : a lasting process
Richard Pascale & Tracy Goss, 1992

. Morale Index
Action plan

alignment + Commitment of resources

scoping Perseverance
Task forces Dialogue
formed Bottom
Cautious optimism To top

Cascading into
Lower tiers of
organization

Wait and see Conflicts between

task force demands
and ongoing workload Testing

resignation Breakdowns and resistance

Status Quo
-

Time (months)

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 Changing the role of top management
Sumantra Ghoshal and Christopher A. Barlett, Harvard Business Review, January-february 1995.

Strategy-structure-systems doctrine Purpose-process-people doctrine

1. Be the company’s chief  Manage a portfolio of dynamic

strategist, horizontal processes :
2. Be its structural architect, 1. Entrepreneurial process,
3. Develop its information and 2. Competence-Building process,
control systems,
3. Renewal process,
 to allocate resources, assign  to shape the behaviors of people
responsabilites and control and create an environnement that
effectiveness of management. enables them to take initiative, to
cooperate and to learn.
« An organization with its face toward the
CEO and its ass toward the customer
!»

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 1. The entrepreneurial Process
« The externally oriented, opportunity-seeking attitude should motivates employees to run their
operations as if they owned them. »

 Encouraging bottom-up ideas and initiatives

 Sensitive balance between discipline and support
 Disaggregated front-line units
 Financial autonomy, self-discipline, simple goals
 Exemple : 3M.
 Every unit must contribute to the corporate target of 10% growth in sales and earnings ;
 20% pretax profit margins ;
 25% return on shareholders’equity ;
 25% of every unit’s sales must come from products introduced within the past five years.
 Corporate headquarters with fewer than 150 people.
 Grow and divide
 Successful project teams consisting of an entrepreneur with an idea and a small team that believes in it,
grow into departments ( or spin off…)

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2. The competence-Building process
« Big-company advantages lie not only in scale economies but also in the depth and
breadth of employees’talents and knowledge. »

 Top management’s role is to create an environnment that allows competence to

develop and diffuse deep within the organization.
 Top management entrusts the operating units with the challenge of creating the
competencies needed to pursue local opportunities. It limits its own role to seeing that
those competencies are shared through cross-unit flows of resources, knowledge, and
people.
 Corporate leaders must create a sense of community :
 « If anything goes wrong in one department, those in other parts of the organization should…
help without being asked. » (Kao)
 « Products belong to divisions, but technology belongs to the company » (3M)
 An established sense of fairness serves as an organizational safety net for risk takers.
 By deliberately backing more than one potential solution to a problem, management increases the
chances that it will get a winner. The unsuccessful team did not fail ; they provided valuable
information about which path to take.

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 3. Facilitate the renewal process
 Challenge the company’strategies and the assumptions behind them.
 « Past wisdom must not be a constraints but someting to be challenged.
 « Yesterday’s success formula is often today’s obsolete dogma. »
 Shake up operating units that have grown staid or comfortable.
 Uses the meetings for contingency planning exercices and built hypothetical
scenarios to prepare executives, stimulate their thinking and generate fresh
initiatives.

« The ability of a company to renew itself ultimately depends on top

management’s ability to commit to a few key projects or proposals that will
lift the organization into a new orbit. »

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 Organizationnal agility
.

Driving force Status quo growth

leadership Top/down; 1 to 1 ; consultative
communication Vertical ; closed Open ; networking
Decision-making Top/down ; authoritarian consensus
tasks Rigid ; differentiated Continually reassessed
work individual teams
loyalty To supervisor and organization To business &learning
values Internal knowledge & skills Expertise wherever it is

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 Agility diagnosis
Box the numeral where you think your organization is. Circle the numeral where you would like your organization to be

Hierarchial 1 2 3 4 5 6 7 8 9 10 Teams
Centralized 1 2 3 4 5 6 7 8 9 10 Decentralized

Bureaucratic 1 2 3 4 5 6 7 8 9 10 Entrepreneurial

Competitive 1 2 3 4 5 6 7 8 9 10 Cooperative

Closed 1 2 3 4 5 6 7 8 9 10 Open

Us-Them 1 2 3 4 5 6 7 8 9 10 We

Win-lose 1 2 3 4 5 6 7 8 9 10 Win-Win

Low Morale 1 2 3 4 5 6 7 8 9 10 High Morale

Exclusive planning 1 2 3 4 5 6 7 8 9 10 Inclusive Planning

process process
Slow to implement 1 2 3 4 5 6 7 8 9 10 Fast to implement

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 Excessive change
Eric Abrahamson, Change without pain, Harvard Business school Press, 2004.

 Une ingénieur de chez Cisco :

 En deux ans, 11 changements de supérieur hiérarchique, 8
changement de N+1 et 3 changement de N+2.
 A chaque fois, de nouveaux projets sont lancés et d’autres
abandonnés.
 Après deux ans, elle est parfaitement déboussolée et
démotivée.
 Ses collègues et elle ne voient plus l’intérêt de se lancer dans
de nouvelles initiatives, persuadés que les revirements à venir
ne leur donneraient aucune chance d’aboutir.

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This course was about organizing….
 Organizations, institutions, cultures, techniques sont des états de
faits qu’on ne peut modifier qu’à la marge et à grands frais.
 Les changements non-voulus l’emportent sur les changements
volontaires et planifiés.
 Les désajustements provoquent des « crises » que certains
prétendent « résoudre ».
 Les changements volontaires et planifiés ne sont pas tous
« rationnels », pas tous « acceptés », pas tous « réalisés ».
 Lorsque l’inertie organisationnelle est trop forte, l’organisation
incapable de s’adapter aux changements externes disparaît.

(c) Michel Villette 2005 35

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