Strategic Change Management at Merck Hong Kong: Building a High Performing Executive Team Using Action Reflection Learning™

2002 ◽  
pp. 282-292 ◽  
Author(s):  
Richard Pearson
Keyword(s):  
Hong Kong ◽  
Change Management ◽  
Strategic Change ◽  
High Performing ◽  
Executive Team

Knowledge Management and Its Challenges in Global Business

2013 ◽  
pp. 290-315 ◽  
Author(s):  
Harish C. Chandan
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Performance Metrics ◽  
Strategic Change ◽  
International Strategy ◽  
Global Knowledge ◽  
Global Business ◽  
Productivity Improvement ◽  
Learning Productivity ◽  
Transactional Leadership Style

Knowledge Management (KM) is an organization-wide, strategic change management initiative dealing with people, processes, and Information Communication Technology (ICT) to achieve a competitive advantage through learning, productivity improvement, and innovation. Based on the current literature review of KM and its challenges in global business, a general framework for KM in terms of leadership, organization, and ICT is proposed. The role of leadership includes developing an international strategy for KM, executing strategic change management, practicing a mix of transformational and transactional leadership style, and developing KM performance metrics. The organizational parameters include learning, processes, culture, and organizational structure. ICT plays a crucial role in the learning and processes to acquire, store, share, and apply knowledge. Some of the KM challenges in global business include global leadership competencies and strategy, project-based flexible global virtual teams, global knowledge integration, and working with ICT gaps across different economies.

Optimising pathways for an organisational change management programme

2014 ◽  
Vol 26 (1) ◽  
pp. 88-97 ◽  
Author(s):  
Graeme Cocks
Keyword(s):  
Change Management ◽  
High Performance ◽  
Success Factors ◽  
Strategic Change ◽  
Diagnostic System ◽  
Organisational Change ◽  
Management Plan ◽  
Diagnostic Tools ◽  
Content Type ◽  
Opportunity Gaps

Purpose – The paper builds on a four-year empirical study of 11 of Australia's high-performance organisations that identified their key characteristics for success. Following widespread interest in this study, the author has been challenged by industry practitioners to develop a methodology that would allow them to assess their organisation's performance against that of the winning organisations in the original study. The purpose of this paper is to describe the methodology and summarise techniques to analyse and map the data. It also discusses how the findings should generate more effective change management programmes. Design/methodology/approach – A questionnaire focusing on 90 critical success factors has been integrated into an online diagnostic system for use at all levels of the organisation. Both qualitative and quantitative responses can be collected and decision makers can choose several reporting formats to summarise the data. Findings – Effective methods to design the assessment projects and customise the diagnostic tools for organisations from several industries have been developed. Some initial trials and preliminary trends from the diagnostics are now beginning to emerge. These demonstrate the benefits of defining opportunity gaps which can be estimated based on feedback on both performance and importance criteria. Originality/value – This innovative approach to benchmarking against a proven and practical model for business excellence provides robust and clear operational and strategic opportunities for business improvement. These opportunities form the basis for a strategic change management plan that is more focused and relevant to the unique challenges facing the enterprise.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

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