Aim/Rationale: Change management methodologies deliver a strategic template for implementation strategies, while at the same time buttressing economic growth strategies. Accordingly, a five year post Global Financial Crises (GFC) review (2008 -
2013) around the intersection of existing change management models and the recent
GFC financial shockwave is warranted to ascertain continuing relevance and construct.
Methodology: A single qualitative case study research project was adopted. A cursory scan of the literature revealed a multiplicity of organisational change models, thus informing the reasons for revisiting change methodology post GFC as sound.
Findings: The paper establishes from the literature that change management interventions are often predicated on improving the efficiency and effectiveness of the business to deliver goods and services to customers while at the same time maximising profitability and for the firm. Study findings endorse the assertion that companies change by moving through phases, or steps, that typically involve a prolonged period to traverse successfully. Change management interventions can involve a minor realignment through to a more holistic, long term restructure involving strategy realignment, structural and organisational transformation, process redesign, culture realignment, organisational behaviour and leadership development. Historical linkages between the approaches, combined with the growing influence of social networking on sites like LinkedIn and
Facebook, were noted as complimentary rather than discordant.
Conclusions/implications: A suggested generic change template is promulgated within an overarching framework of Kotter’s philosophies on organisational change processes. The theoretical approach firstly meshes with the model via a concave screening lens through which the veracity of an intervention is evaluated, and secondly, integrates generic change management and enterprise specific pre-requisites into a suggested business model.
Keywords: Change Management, GFC, Asia Pacific Region
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Dr. Ronald Paul Lynch, James Cook University, Australia, Email: paul.lynch@jcu.edu.au