Rapid and Continuous Change – a Modern Perspective
Rapid and Continuous Change – A modern Perspective By Nathan Jennison
As famously held by Charles Darwin, “it is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change” (Cope, 2009 p; 26).
Hence, in today’s global and dynamic environment marked with hyper-competitive and volatile markets it is widely recognised that an organisation’s ability to manage change quickly, productively and positively is a critical driver of organisational success (Cope, 2009; Gilley, Gilley, & McMillan, 2009; Gilley, Godek & Gilley, 2009; Turner-Parish, Cadwallader &Busch, 2008; Appelbaum, Claude, Nadia & George, 1997). However, despite the overall agreement that change is essential for organisations to gain a competitive edge or even survive, change can be so disruptive it can completely destroy organisations (Abrahamson, 2004). Results from recent research support this by suggesting that up to 75% of organisational change initiatives fail to yield promised outcomes (Stanleigh, 2008; Glor, 2007; Lawler & Worley, 2006; Reger, Mullane, Gustafson & DeMarie, 1994). This in turn has made strategies of organisational change an extremely popular and well-debated topic amongst academics and organisational theorists (Turner-Parish, Cadwallader & Busch, 2008). But despite the vast amount of literature on this topic, the link between change strategies and successful change management remains rather unclear and therefore continues to attract further research (Gilley, Gilley, & McMillan, 2009).
Firstly, this essay will explain and critically evaluate contemporary change strategies such as radical and continuous change in light of relevant research in this area. Secondly, based on the detrimental effects often caused by radical or continuous change initiatives, this essay will demonstrate why organisations would seek to introduce painless change initiatives. Thirdly, based on findings of the extensive
As famously held by Charles Darwin, “it is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change” (Cope, 2009 p; 26).
Hence, in today’s global and dynamic environment marked with hyper-competitive and volatile markets it is widely recognised that an organisation’s ability to manage change quickly, productively and positively is a critical driver of organisational success (Cope, 2009; Gilley, Gilley, & McMillan, 2009; Gilley, Godek & Gilley, 2009; Turner-Parish, Cadwallader &Busch, 2008; Appelbaum, Claude, Nadia & George, 1997). However, despite the overall agreement that change is essential for organisations to gain a competitive edge or even survive, change can be so disruptive it can completely destroy organisations (Abrahamson, 2004). Results from recent research support this by suggesting that up to 75% of organisational change initiatives fail to yield promised outcomes (Stanleigh, 2008; Glor, 2007; Lawler & Worley, 2006; Reger, Mullane, Gustafson & DeMarie, 1994). This in turn has made strategies of organisational change an extremely popular and well-debated topic amongst academics and organisational theorists (Turner-Parish, Cadwallader & Busch, 2008). But despite the vast amount of literature on this topic, the link between change strategies and successful change management remains rather unclear and therefore continues to attract further research (Gilley, Gilley, & McMillan, 2009).
Firstly, this essay will explain and critically evaluate contemporary change strategies such as radical and continuous change in light of relevant research in this area. Secondly, based on the detrimental effects often caused by radical or continuous change initiatives, this essay will demonstrate why organisations would seek to introduce painless change initiatives. Thirdly, based on findings of the extensive