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www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change [email protected]

Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change [email protected]

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Page 1: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

www.bradford.ac.uk/management

SUCCESS FACTORS IN LEARNING & CHANGE?

Dr David SpicerSenior Lecturer in Organisational Change

[email protected]

Page 2: Www.bradford.ac.uk/management 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’:1. Cautious Management Culture

2. Business-as-Usual Management Process

3. Initiative Gridlock

4. Recalcitrant Executives

5. Disengaged Employees

6. Loss of Focus During Execution

Page 3: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

How to Thrive in Turbulent Markets (Sull 2009)

• Agility to spot and exploit market changes:1. Operational : Identify and

seize opportunities more quickly than rivals

2. Portfolio: Shift resources into attractive opportunities

3. Strategic: Identify and seize game changing opportunities

• Absorption to withstand market shifts:1. Low fixed costs

2. War chest of cash

3. Diversified cash flows

4. Vast size

5. Tangible resources

6. Intangible resources

7. Customer lock-in

8. Protected core market

9. Powerful patron

10. Excess staff

Page 4: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

Champ or Chump?

Low

Low

High

High

AG

ILIT

Y

ABSORPTION

Dancers Champs

ChumpsPower-houses

55

1

1

Page 5: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

The Ambidextrous Organisation (Birkinshaw & Gibson, 2005)

Low

Low

High

High

Soc

ial S

uppo

rt C

onte

xt

Performance Management Context

Country-Club

High-Performance

Low-Performance

Burn-out

77

1

1

Page 6: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

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

Page 7: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

SME Learning & PerformanceSales Profit Efficiency Image Quality

Leadership – change 0.28 0.28 0.21 0.43 0.53

Leadership – people 0.16 0.28 0.40 0.50

Leadership – task -0.19 -0.23 0.19

Learning – adaptive 0.17 0.13 0.47 0.13 0.46

Learning – generative 0.26 0.31 -0.14 0.44 0.26

Strategy – innovation 0.29 0.25 0.24 0.37

Strategy – cost min. -0.20 -0.19 0.15 -0.21

HRM – employee 0.16 0.41 0.45

HRM – control -0.21 -0.25 0.19 -0.20 -0.18

Page 8: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

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?

Page 9: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

Dynamic Capabilities

• “the capacity of an organization to purposefully create, extend or modify its resource base”

(Helfat et al. 2007: 4)

1. Sense and shape opportunities and threats

2. Seize opportunities

3. Enhance, combine, protect and reconfigure assets

(Teece 2007)

Page 10: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

Stages of Organizational Transformation (after Dixon et al. 2010)

Stage I Stage II Stage III

Leadership

Organizational Learning

Dynamic Capabilities

Performance

Transactional

Exploration

Search & Innovation

Sustainable Competitive Advantage

ContingentTransformational

Exploitation

Deployment

Short-term Survival

Awareness of Need to Change

Institutional Imprinting

Page 11: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

A Question...

• What capabilities are needed to sustain (your) organizations over the next 10 years?

Page 12: Www.bradford.ac.uk/management SUCCESS FACTORS IN LEARNING & CHANGE? Dr David Spicer Senior Lecturer in Organisational Change D.P.Spicer@bradford.ac.uk

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.