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Organizational Change in the Defense Industry
Denyne M. Kowalewski, LDR 510
University of Phoenix
Help with essay on Organizational Change in the Defense Industry
InstructorTim Haake
May 7, 00
Organizational Change in the Defense Industry
This paper will attempt to lay out the framework that a Fortune 500 defense industry firm followed during a time of major organizational change.In undertaking the change, three models were drawn upon to lead the industry through the process.Each of the models provided tools that the industry ultimately utilized in carrying out organizational change.These models and highlights from each will be interwoven into this paper.
In the 10's, the defense industry was forced to shrink in size and budget due to collapse of the Soviet Union and relative peace throughout the world.These factors coupled with forced consolidation of companies that catered to this industry forced immediate review of all internal and external factors to ensure viability in an unstable environment.The difficulty faced by this industry is that nearly all impacting factors are external to the affected industry.
The three models contributing tools to the organizational change of the defense industry were• Kotter's (15) eight-step model for transforming organizations, • Jick's (11) ten-step approach leading an industry through change when already in the midst of the process, and • Gavin's (000) seven-step change acceleration process.The strength in availing use of the three separate models is that each model provided separate checklists and essential steps in moving towards a plan for change.
Extrapolated from the three models noted above was development of change in 1 individual step increments developed as a framework for the evolution of the forced change.The 1 identified steps were 1) The idea and its context; the starting point from which the change catapults, ) Define the change initiative; the forces prompting the change, external versus internal, ) Evaluate the climate for change; thorough analysis of the existing systems and structures that will be impacted by the changes, 4) Develop a change plan; includes specific goals, clear responsibilities for strategists, implementers and recipients, 5) Find and cultivate a sponsor; gain support and buy-in from influential leaders and targeted individuals and groups (companies) that will share in the success or failure of the change, 6) Prepare your target audience, the recipients of change; communicate routinely the impacts for the proposed changes to the recipients of the change, 7) Create the cultural fit making the change last; strategically initiate change that is congruent with established military mindsets organizational culture, 8) Develop and choose a change leader team; identify a strong respected leader who can inspire employees, embrace a vision and motivated by the challenge of change, ) Create small wins for motivation; short-term wins shared my employees is critical to implementation of long-term change, 10) Constantly and strategically communicate the change; COMMUICATE, COMMUNICATE, COMMUNICATE the commitment to the changes and all successes and challenges, 11) Measure progress of the change effort; make visual assessment tools that gauge the milestones and benchmarks of the organizational change plan, and 1) Integrate lessons learned; generate a set of lessons learned during the 1 step process.
In reviewing the 1 steps, the most important step to emphasize if any degree of success is to be realized by an entity undergoing dramatic change is that of Step 10, communication.It must be clear in the minds of the leaders as well as the minds of the followers that change needed is in the best interests of all affected parties.That as an existing industry undergoes the challenging task of scrutinizing every aspect of how business is done, that the review is being done as part of a coordinated effort orchestrated to ensure the continued prosperity of the industry in the current market place.That as change happens each person affected will be empowered to affect the outcomes and will share in each of the successes along the way.That leaders recruited to help with the change process will support views when needed and will challenge views if not consistent with an agreed upon protocol.
Organizational Change in the Defense Industry
Denyne M. Kowalewski, LDR 510
University of Phoenix
InstructorTim Haake
May 7, 00
Organizational Change in the Defense Industry
This paper will attempt to lay out the framework that a Fortune 500 defense industry firm followed during a time of major organizational change.In undertaking the change, three models were drawn upon to lead the industry through the process.Each of the models provided tools that the industry ultimately utilized in carrying out organizational change.These models and highlights from each will be interwoven into this paper.
In the 10's, the defense industry was forced to shrink in size and budget due to collapse of the Soviet Union and relative peace throughout the world.These factors coupled with forced consolidation of companies that catered to this industry forced immediate review of all internal and external factors to ensure viability in an unstable environment.The difficulty faced by this industry is that nearly all impacting factors are external to the affected industry.
The three models contributing tools to the organizational change of the defense industry were• Kotter's (15) eight-step model for transforming organizations, • Jick's (11) ten-step approach leading an industry through change when already in the midst of the process, and • Gavin's (000) seven-step change acceleration process.The strength in availing use of the three separate models is that each model provided separate checklists and essential steps in moving towards a plan for change.
Extrapolated from the three models noted above was development of change in 1 individual step increments developed as a framework for the evolution of the forced change.The 1 identified steps were 1) The idea and its context; the starting point from which the change catapults, ) Define the change initiative; the forces prompting the change, external versus internal, ) Evaluate the climate for change; thorough analysis of the existing systems and structures that will be impacted by the changes, 4) Develop a change plan; includes specific goals, clear responsibilities for strategists, implementers and recipients, 5) Find and cultivate a sponsor; gain support and buy-in from influential leaders and targeted individuals and groups (companies) that will share in the success or failure of the change, 6) Prepare your target audience, the recipients of change; communicate routinely the impacts for the proposed changes to the recipients of the change, 7) Create the cultural fit making the change last; strategically initiate change that is congruent with established military mindsets organizational culture, 8) Develop and choose a change leader team; identify a strong respected leader who can inspire employees, embrace a vision and motivated by the challenge of change, ) Create small wins for motivation; short-term wins shared my employees is critical to implementation of long-term change, 10) Constantly and strategically communicate the change; COMMUICATE, COMMUNICATE, COMMUNICATE the commitment to the changes and all successes and challenges, 11) Measure progress of the change effort; make visual assessment tools that gauge the milestones and benchmarks of the organizational change plan, and 1) Integrate lessons learned; generate a set of lessons learned during the 1 step process.
In reviewing the 1 steps, the most important step to emphasize if any degree of success is to be realized by an entity undergoing dramatic change is that of Step 10, communication.It must be clear in the minds of the leaders as well as the minds of the followers that change needed is in the best interests of all affected parties.That as an existing industry undergoes the challenging task of scrutinizing every aspect of how business is done, that the review is being done as part of a coordinated effort orchestrated to ensure the continued prosperity of the industry in the current market place.That as change happens each person affected will be empowered to affect the outcomes and will share in each of the successes along the way.That leaders recruited to help with the change process will support views when needed and will challenge views if not consistent with an agreed upon protocol.
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