The literature1 describes the process of change management as tools and techniques to manage individuals and the related HR issues effectively, when implementing organisational change or to remake the companies into better competitors (Kotteri,1998,p.1). One example that springs to mind is the reference to Weiss (2001, p.27), referring to the three perspectives on change.
My personnel experience has shown there is no organization, small or large, global or local, that is immune to change. In order to manage demographic and competitive forces with the latest technological, every organization across the board, in all market segments, is attempting to fundamentally alter the way they do business. According to a study conducted by Weiss (2001, pp23-29ii), only a small percentage of these efforts actually result in realizing their aims. Transformational change strategies often fall short of their goal - as this case study confirms too - because the organisation itself does not change the way it behaves.
Yet change remains acknowledged as a key factor in management, as has been underlined by Executive Online Group research2 (2002) revealing that among 100 UK companies employing ≥500 people, 35% of the work of all directors is devoted to change, with a total of 79% major initiatives recorded as M&A’s, down-sizing and corporate restructures. The study further assumes that the time spent on these tasks is likely to increase over the years.
Table of Contents
1 Abstract
2 Introduction
3 Company overview
3.1 Swissray International, Inc.
3.1.1 Internal Structure & Processes
3.1.2 Organisational Culture
3.1.3 External Environment
3.1.4 Forces Driving & Forces Resisting Change
4 Management of Change – a theoretical review
4.1 Strategic Change
4.2 Organisational Change
4.3 Linear Model of Organisational Change
5 Case Study - Swissray International
5.1 Lessons learnt
6 Conclusion
Objectives & Topics
The work examines personal experiences with change management on both organizational and individual levels, contrasting these insights with existing academic literature and models. The primary objective is to analyze the process of re-orientating an organization's strategy and to understand how to effectively manage resistance, cultural incompatibility, and the transition of internal structures within a global corporate setting.
- Theoretical frameworks of strategic and organizational change.
- Challenges of cultural integration in international operations.
- Driving and resisting forces in change management processes.
- Implementation of organizational change using Lewin’s three-stage model.
- The role of leadership and "change agents" in corporate transformation.
Excerpt from the book
5 Case Study - Swissray International
While Vice President of Swissray in 2000, one of my aims was to move Swissray beyond strategy, structure and systems to a framework built on purpose, process and people. At that time, Swissray was horizontally organised, a structure adopted from the very start in 1996. However, I wanted to capture the employee’s attention and interest and create a momentum for Swissray´s objectives by getting all team members involved.
After the early part of 2000, I needed to align its individual facilities in NY, OH, CA, WA & KY with an operating strategy integrating all the regional managers. I believed that the configuration of a corporate infrastructure is one of the most visible and telling measures of the overall health and strategic force of a company. In order to eliminate conflict, I felt two aspects of my work were crucial in driving Swissray’s success: firstly, effective, clear and visible leadership and, secondly, aligning corporate and business operation objectives.
I set out to form a new sales force paradigm with my executive staff. The ultimate task was to make the client profitable, address their cost, utilisation, and maintenance issues and minimise their capital spending. The sales tools I provided were shared risk contracts instead of standard contracts, market share based contracts, project-based partnerships, and cost-reduction programmes. The compensation for regional managers was based on market share incentive and customer satisfaction. I intended to create a sales incentive compensation package to support sales strategy rather than one subject to the primary drivers. At that time Swissray was in a strange position as it appeared rather undefined by the board of directors, yet strategic control rested in their hands in Europe; it was a situation leading to ongoing difficulties in cultural communication issues.
Summary of Chapters
1 Abstract: Provides an overview of the author's personal experience with organizational change and the analytical approach taken in this case study.
2 Introduction: Defines change management through various theoretical perspectives and emphasizes that successful change requires more than just strategic planning.
3 Company overview: Details the history, structure, and operational environment of Swissray International, Inc. and identifies specific forces driving and resisting organizational change.
4 Management of Change – a theoretical review: Explores academic perspectives on strategic and organizational change, including Mintzberg, Tichy, and Lewin’s linear model.
5 Case Study - Swissray International: Presents the author’s practical experience as a Vice President, detailing the attempt to realign corporate infrastructure and sales paradigms.
6 Conclusion: Reflects on the necessity of sustaining change through trust, communication, and strong personal relationships within the organization.
Keywords
Change Management, Swissray International, Organizational Culture, Strategic Change, Leadership, Transformation, Business Strategy, Lewin’s Model, Corporate Restructuring, Performance Management, Stakeholder Engagement, Organizational Behavior, Cultural Incompatibility, Customer Satisfaction, Change Agent.
Frequently Asked Questions
What is the core focus of this publication?
The document serves as a case study review of Swissray International, focusing on the management of organizational change, specifically the integration of strategy, structure, and human resources.
What are the central themes discussed in this work?
The central themes include the theoretical aspects of change management, the practical challenges of aligning global operations, overcoming cultural resistance, and the role of leadership in driving corporate strategy.
What is the primary objective of the case study?
The goal is to analyze the author’s real-world experience in re-orientating Swissray's business strategy and to demonstrate how organizational change can be successfully implemented and sustained.
Which scientific method is applied?
The author uses a reflective, analytical case study approach, linking personal management experiences to established theoretical frameworks such as Lewin’s unfreezing-change-refreezing model.
What topics are covered in the main section?
The main section covers the company's background, its organizational structure, the specific forces of change faced in the US market, and the author's practical efforts to implement a new sales paradigm.
Which keywords best characterize this work?
Key terms include Change Management, Strategic Change, Organizational Culture, Corporate Restructuring, and Leadership.
How did cultural differences affect Swissray International?
The company faced significant communication and alignment challenges due to cultural differences between the US-based operations and the Swiss-based board of directors, which hindered strategic resonance.
Why was the appointment of a new CEO significant in this context?
The new CEO acted as a "champion" or change agent who was not associated with previous systems, which facilitated psychological acceptance of change among employees and helped overcome organizational inertia.
- Arbeit zitieren
- MBA Andreas Keller (Autor:in), 2004, Management of Change - Swissray International, München, GRIN Verlag, https://www.hausarbeiten.de/document/178454
