Strategic change. Case study of Motorola BV, Dublin

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Authors
O'Rourke, Blathnaid
Issue Date
2000
Degree
BA (Hons) in Human Resource Management
Publisher
Dublin Business School
Rights holder
Rights
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Abstract
Perhaps the greatest competitive challenge organisations face is adjusting to and embracing non-stop change. They must be able to learn rapidly and continuously, innovate ceaselessly, and take on new strategic imperatives faster and more comfortably. Constant change means organisations must create a healthy discomfort with the status quo, an ability to detect emerging trends quicker than the competition, an ability to make rapid decisions, and the ability to seek new ways of doing business. To thrive, in other words, companies will need to be in a never-ending state of transformation, perpetually creating fundamental enduring change'. (Ulrich;1994) Strategic change has become a popular topic of discussion over the past few years. This dissertation sets out to discuss the concept of strategic change and its practical implications for businesses. Chapter one provides an introduction to strategic change. The change process is examined and a framework for strategic change is introduced. The roles of the change agents in strategic change is also discussed. Chapter two outlines the research methodology for this dissertation. Chapter three looks at the change process which occurred at Motorola, Ireland. This chapter applies the strategic change framework introduced in chapter one. Chapter four examines and analyses the issues and concerns highlighted from the change process at Motorola. Chapter five draws conclusions on implementing and managing strategic change. Based on the above research and analysis, the final chapter outlines some recommendations. Strategic change is fast becoming a mainstream competence for managers. It is the processes of management, the skills of managers and the ability of managers to relate to their external environment, their internal culture and the people around them, that will ensure success'. (Johnson and Scholes; 1999)