According dealt with, in order to successfully accomplish

According to (Wit & Meyer, 2010) there are two approaches that leaders might pursue in implementation of strategic change. These are perspectives of discontinuous alignment or continuous alignment.The concept of continuous alignment emphasises evolutionary environment of innovation and continuous improvement – like implementation of Lean/ Six Sigma or Shingo model in order to achieve business excellence. This model of business alignment is associated with constant improvement of business model and organizational system of the company that doesn’t interrupt fundamental values, believes, processes and structure within the organization. The perspective of continuous alignment is often introduced at steady rates over long periods of time and solely depends on persistence and flexibility of the company and its employees as well as the willingness to perpetual learning and development.In contrast to continuous alignment, the perspective of discontinuous alignment emphasises revolutionary changes that often disrupt organizational systems and business model. This causes an inversion of processes within the company and leads to confusion and instability within the departments and personnel. The disruptive strategic changes associated with discontinuous alignment are often introduced due to environmental pressures (eg. Increasing competition, lack of innovation, change in customer demands etc.) and are thought to be radical, abrupt and relatively fast paced. The strategic events in perspective of discontinuous alignment can be seen as interweaving periods of instability (time when change is introduced) and transitional stability (adaptation time), before the next radical change is being imposed. The discontinuous alignment requires a definite retreat from the old status quo and immediate adaptation to new, imposed goals, values and believes, which in practice can be problematics as stakeholders and shareholders might be reluctant to new changes.During implementation of disruptive strategic changes, senior executives will often come across psychological, cultural and political resistance that has to be dealt with, in order to successfully accomplish the strategic goal.

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